By Mike Pedler
Prior variants of motion studying in perform validated this authoritative assessment of motion studying all over the world. over the past decade the flow in the direction of action-based organizational studying and improvement has speeded up, and motion studying is now a longtime a part of the schooling and improvement mainstream in huge and small organisations. totally revised and up to date, this fourth version covers the origins of motion studying with Reg Revans' principles, and appears at their improvement and alertness at the present time. motion studying is self-directed studying via tackling enterprise and paintings issues of the help of associates and co-workers. a certified and numerous group, attracted, prompted and built during this approach is extra in a position to deal successfully with the becoming complexity and pressures of operating lifestyles. because the limits of traditional education and improvement turn into extra seen, leaders are more and more drawn to action-based techniques to studying while looking higher results and returns on funding.
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Extra resources for Action Learning in Practice
Indeed, we may now assert that the observable differences between organizations otherwise comparable in technical, financial or environmental character, are determined by whether or not their members are likely to develop in and from the course of their daily employment. One enterprise can, in short, behave as a learning system, constantly and fruitfully working out autonomous solutions to its own problems: its neighbour, built to the same technical specifications, engaged in the same tasks and reporting to the same higher authority, may be an organizational sore, running with irresoluble conflict and unendurable frustration.
The very diversity of the experience of the people in the organization is a valuable asset, if one can learn to use it. No technology can learn to cope with the managerial problems of organizations because it is designed to cope with the solution of technical ‘puzzles’ rather than managerial ‘problems’. Problems are rooted in the quality and quantity of the organizational learning resource and, therefore, reflect the quality of top management’s investment in that area. Action learning is most effective when used to confront live organizational problems rather than technical puzzles.
Even the failure to learn has its aphorism: ‘There’s no fool like an old fool’ tells of those to whom experience means little, and who go on making the same mistakes at 70 that might have been excused at 17. With so much common testimony to learning by doing, therefore, what can be said for action learning that we find it necessary to keep on about it? One reason is that it is a social process, whereby those who try it learn with and from each other. The burned child does not need to be told by its mother that it has been hurt, nor that the fire was the agent of pain.
Action Learning in Practice by Mike Pedler