By Mike Pedler
Earlier variations of motion studying in perform tested this authoritative evaluate of motion studying worldwide. 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 agencies. totally revised and up to date, this fourth variation covers the origins of motion studying with Reg Revans' principles, and appears at their improvement and alertness this present day. motion studying is self-directed studying via tackling company and paintings issues of the help of affiliates and associates. a certified and numerous staff, attracted, inspired and constructed during this manner is extra capable of deal successfully with the starting to be complexity and pressures of operating existence. because the limits of traditional education and improvement develop into extra noticeable, leaders are more and more drawn to action-based techniques to studying whilst looking larger results and returns on funding.
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The Power of Action Learning 23 Directors’ and top management commitment and the consequent change in their behaviour is necessary because it symbolizes that changes in all the stakeholders’ attitudes are to be encouraged as the meaning of what is meant by ‘work’ in their organization is reconsidered. This process will often seem uncomfortable, even alien, to the people concerned. Hence any evidence, however flimsy, that top management is not serious in their commitment will be used to abort the process.
In the next few paragraphs I have outlined the arguments I have found effective in convincing directors and top managements of the benefits of using action learning to reform their organizations. It is not ‘pure’ action learning theory because it draws pragmatically on the work of many other people to make a point effectively, but the structure and logic of the argument is very much action learning’s own. Convincing the Board and Top Management I assume that Boards and top managers are interested in the survival and growth of their organizations.
Action learning is most effective when used to confront live organizational problems rather than technical puzzles. As learning is at the core of this process it is particularly valuable in developing the structures and dynamics of organizational change. It is, therefore, immediately attractive to top managers as an obvious way out of the present organizational difficulties. But their acceptance is often without sufficient consideration of the unique strengths and weaknesses of their organization.