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ERIC Number: ED289041
Record Type: RIE
Publication Date: 1987-Oct-22
Pages: 14
Abstractor: N/A
Reference Count: 0
Action Learning: A Strategy for Empowering Managers.
Marsick, Victoria J.
Action learning is a potentially empowering management development strategy--empowering to managers and through them to employees. The core of the action learning process is similar to the empowerment process identified by Freire (1973), although the context of these approaches is very different: praxis. Praxis involves critical reflection on experience that leads one to see a problem in an entirely new way, to reformulate the problem, and to try out new strategies to solve the problem, many of which involve collaborative action with peers. In both approaches, participants become aware of the way in which taken-for-granted sociocultural norms have often been internalized and acted out without questioning. Although action learning is in some ways a very practical learning strategy, it departs from many of the purely behaviorist orientations to learning because its emphasis is not on shaping the individual to a predefined standard. Instead, it works from within to assist the individual in seeing his or her individual and social reality from different perspectives. The focus is not first and foremost on solving a problem more effectively, but on properly naming the problem before one even begins to think of strategies for its solution. In this way, it is suited to the challenge of today's managers who must take a proactive role in creating and managing change before they are overwhelmed by its effects. (KC)
Publication Type: Information Analyses; Opinion Papers
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A
Note: Paper presented at the Annual Meeting of the American Association for Adult and Continuing Education (Washington, DC, October 22, 1987).