By Krystyna Weinstein
Our day-by-day reports at paintings supply us with unending possibilities to profit - that is the primary underlying motion studying. that allows you to comprehend the advantages of being a part of an AL programme, or wish to set one up yet want to know extra, then this well known consultant may be a great position to begin. it truly is either a manifesto for a key method of administration improvement, and a private and sensible consultant for somebody searching for a competent advent. This revised variation comprises extended fabric on set advisers and on placing an efficient programme into perform, including a brand new bankruptcy at the way forward for AL.
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Additional info for Action Learning: A Practical Guide for Managers
It also provides some insights into the other three elements. By demonstrating the benefits of such working, it can provide the impetus or ‘will’ to become such an organization. It also provides one model of structures that enable working and learning to occur simultaneously, and a matrix for a networking form of organization, rather than a hierarchical one. Furthermore, it provides an insight into how to create opportunities that enable learning to be ‘extracted’ from the work process. It also creates a forum in which knowledge is shared.
One could, in a sense, claim that the basis of a learning company is a network of like-minded people, who enjoy the challenge of working in an action learning way. They form a powerful network which will share and exchange insights and information, provide help and support for each other in their work and personal ‘experiments’, will ask questions and challenge supportively, and give feedback. In other words, they will learn with and from one another, and in the process ‘transform’ themselves and the organization they work for.
This is a process that requires time, openness, and often courage. L=P+Q The stress on the learning means that sets usually need to work with a set adviser, at least in the initial stages of a programme. ’, action learning becomes merely another action-focused programme, where the ‘experience’ and the action are not fully explored and reflected on. Yet without such ‘feedback’, we learn little. ’ P – ‘Programmed Knowledge’ – is the expert knowledge, the knowledge in books, what we are told to do because that is how it has been done for decades.
Action Learning: A Practical Guide for Managers by Krystyna Weinstein