Change moves fast, and organizations can struggle to keep up. Mergers and acquisitions create new organizations, and managerial charts flatten, with fewer layers of administration in the middle causing people to be expected to do more with less. The optimal way to achieve critical outcomes is by scaling development opportunities across the entire…

Several scholars (e.g. Bumpus, 2005; Champoux, 1999; Mayer, 2005) and practitioners (Gallos 2007; English & Steffy, 1995; Hackley, 2007) of workplace learning have put forward the claim that the use of film (and other forms of multimedia) enhances learning. If this is the case, particularly given the increasing pressure to do more with less,…

The Internet and its increasing usage has changed informal learning in depth. This change has affected young and older adults in both the workplace and in higher education. But, in spite of this, formal and non-formal course-based approaches have not taken full advantage of these new informal learning scenarios and technologies. The Web 2.0 is a…

The purpose of this article is to present a specific approach to the practice of action research "in complex organisations". Clearly, there are many approaches to the challenge of doing action research in organisations; approaches that are, and also must be, quite context dependent and specific. But my purpose is neither to give an…

Library leaders promote reconsideration of organisational purposes, processes, and relationships at California Polytechnic State University in San Luis Obispo, California, USA. Systems thinking, fortified by information literacy, informs workplace changes that provide learning experiences transferable to better alignment of library outcomes with…