Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces "concentric collaboration" at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as…

Purpose: The purpose of this paper is to explore how a medium sized business has addressed what it has termed a "push-pull" method of management and organization development, based around an action learning approach. Design/methodology/approach: The paper sets out a methodology that other SMEs might look to replicate in their management and…

Purpose: This paper addresses the importance of a more proactive role of organizational learning (OL) facilitators, learning motivation reinforcer, through a two-part longitudinal study in a case company. The first part of this study aims to investigate and analyze some unexpected challenges in the project action learning-driven (PAL) OL…

This paper reflects on the failure of a recent action learning intervention with a UK television company. The aim of the project was to gain insight into the reasons why the viewing figures of their factual programming channels were in decline and to develop a new strategy enabled by the action learning methodology. Unfortunately, this…

Nokia is the world leader in mobility, driving the transformation and growth of the converging Internet and communications industries. A truly global business, Nokia makes a wide range of mobile devices and provides people with experiences in music, navigation, video, television, imaging, games and business mobility through these devices. Nokia…

Organizations must balance rational/technical efficiency and emotions. Action learning has been proven to be effective for developing emotional openness in the workplace. Facilitators of action learning should draw upon the disciplines of counseling, Gestalt, psychodynamics, and Eastern philosophies. (Contains 23 references.) (SK)

Effective organizational learning must build on individual learning. Continuous work-centered learning is a sequential process of interaction, implementation, integration, and iteration. A learning organization should aim to improve individual capacity to recognize and use learning opportunities. (SK)

Describes and compares the foci, methods, and outcomes of experiential-education and organizational-development models. Explores the synthesis of the two models in developing corporate adventure programs and services. Lists the contributions that each approach offers to corporate programs. (KS)

Metaphoric learning in corporate training should be "isomorphic" (paralleled experiences bearing strong resemblances to one another) for change to occur. In addition, the outcomes of the newly created metaphor must be different from the preexisting condition if change is to occur. (KS)

Physicians for Human Rights (PHR) brings medical and scientific skills to the documentation and prevention of violations of international human rights laws--a mission that can drain energy from staff. Project Adventure worked with PHR to provide adventure activities and team training for personal renewal and organizational development. Includes a…

These four papers were presented at a symposium on action learning moderated by Lex Dilworth at the 1996 conference of the Academy of Human Resource Development. "Developing an Infrastructure for Individual and Organizational Change: Transfer of Learning from an Action Reflection Learning (ARL) Program" (ARL Inquiry) reports findings…

Effective corporate adventure training programs: (1) develop parallel structures between the adventure experience and the workplace (context); (2) consider how the learning will address a company's future needs (continuity); (3) provide learners with valid information and feedback on their actions (consequences); and (4) create physically and…

This guide is intended to assist practitioners involved in facilitating action learning (AL). Examined in Part 1 are the following topics: principles of AL (distinctive features of AL, purpose of AL sets, life span of AL sets, values underpinning AL); independent versus organization-sponsored AL sets; AL set operation (time, tone setting, set…

This anthology contains 16 papers devoted to 3 aspects of human resources development (HRD): the institutional perspective on learning for development, the key actors in HRD, and the role of HRD in improving individual and organizational performance. The papers are: "Human Resources Development and Adjustment" (Kanawaty);…