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The Stakeholders in Action Learning: Aiding Individual Transformative Learning
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Robertson, Jane; Heckroodt, Steyn – Action Learning: Research and Practice, 2022
This account of practice discusses how we have implemented an emerging action learning framework in the form of guiding questions that are relevant to key stakeholders: the client organisation (sponsoring organisation), the management development company, the participants and the Learning Process Facilitator (LPF) to aid participants in their…
Descriptors: Active Learning, Transformative Learning, Management Development, Learning Processes
What Happens to P? Lessons from Network Action Learning Research
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Coughlan, Paul; Coghlan, David – Action Learning: Research and Practice, 2021
This article explores how P (programmed learning) in Revans' formula L=P + Q accumulates from one action learning research initiative to another. Drawing on three inter-organizational action learning research initiatives, it shows how the L (learning) from conducting action learning in an initiative in one network built new P on network action…
Descriptors: Problem Solving, Teamwork, Knowledge Level, Networks
An Emerging Action Learning Framework to Foster Individual Transformative Learning during Management Development Programmes
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Robertson, Jane; Terblanche, Nicky; Le Sueur, Heidi – Action Learning: Research and Practice, 2021
Insights into the learning environment are required especially when applying action learning commonly used in management development programmes (MDPs). The study reports on an emerging action learning conceptual framework that fosters an environment for individual transformative learning in an MDP. The purpose of this research was to make clear…
Descriptors: Teamwork, Problem Solving, Management Development, Transformative Learning
Entrepreneurial Learning through Action: A Case Study of the Six-Squared Program
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Pittaway, Luke; Missing, Caroline; Hudson, Nigel; Maragh, Dean – Action Learning: Research and Practice, 2009
This paper explores the role of "action" in entrepreneurial learning and illustrates how programs designed to support action learning can enhance management development in entrepreneurial businesses. The paper begins by exploring action learning and the way "action" is conceived in different types of program. In the second part, the paper details…
Descriptors: Evaluation Research, Experiential Learning, Entrepreneurship, Management Development
Action Learning as a Core Process for SME Business Support
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Powell, James A.; Houghton, Jane – Action Learning: Research and Practice, 2008
This is an account the work of NetworkNorthWest, a [pound]1m project at the University of Salford that ran between 2004 and 2007 and was developed to address the issues relating to poor take up of traditional business support by small to medium-sized enterprises (SMEs) and low levels of engagement of the business community with Institutes of…
Descriptors: Small Businesses, Experiential Learning, Foreign Countries, Internet
Action Learning: Avoiding Conflict or Enabling Action
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Corley, Aileen; Thorne, Ann – Action Learning: Research and Practice, 2006
Action learning is based on the premise that action and learning are inextricably entwined and it is this potential, to enable action, which has contributed to the growth of action learning within education and management development programmes. However has this growth in action learning lead to an evolution or a dilution of Revan's classical…
Descriptors: Critical Theory, Conflict, Experiential Learning, Reflection