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Edmonstone, John – Action Learning: Research and Practice, 2020
The paper is an essay, rather than a researched academic work and explores the difference between two different ethe, neoliberalism and action learning. It considers two historical modernities and the emergence of a third, situating action learning and neoliberalism within this framework. It asserts that action learning and neoliberalism are…
Descriptors: Neoliberalism, Experiential Learning, Comparative Analysis, Differences
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Cauwelier, Peter – Action Learning: Research and Practice, 2019
Team psychological safety is critical to team learning. When a team feels safe to talk about difficult issues and each team member feels comfortable to express feelings and ideas, the team continuously learns and improves its performance. Amy Edmondson identified team psychological safety in 1999 as a key to high-performance teams, and Google…
Descriptors: Teamwork, Security (Psychology), Job Performance, Work Environment
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Edmonstone, John; Lawless, Aileen; Pedler, Mike – Action Learning: Research and Practice, 2019
The paper examines whether, if leadership is defined by the willingness to tackle wicked issues, and if action learning is employed for leadership development purposes, do the action learning participants on leadership development programmes address such wicked issues? It adopts a version of dialogical sense-making to consider this and describes…
Descriptors: Leadership Training, Experiential Learning, Student Motivation, Academic Achievement
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Box, Meriel; Ellis, Tracy – Action Learning: Research and Practice, 2018
Human resource development professionals in Higher Education are continually striving to develop efficient interventions to increase the capabilities of their leaders. As a result of evaluating feedback from an action learning (AL) programme designed and delivered in North West Higher Education Institutions in the UK for women in senior academic…
Descriptors: Experiential Learning, Females, Leadership, Labor Force Development
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Curtin, Joseph – Action Learning: Research and Practice, 2016
This paper reports the historical foundation of Northeastern University's course, LDR 6100: Developing Your Leadership Capability, a partial literature review of action learning (AL) and virtual action learning (VAL), a course methodology of LDR 6100 requiring students to apply leadership perspectives using VAL as instructed by the author,…
Descriptors: Experiential Learning, Virtual Classrooms, Higher Education, Leadership
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Pedler, Mike; Hauser, Bernhard; Caulat, Ghislaine – Action Learning: Research and Practice, 2014
This paper brings together the reflections of the authors on their shared and individual experiences of virtual action learning. Whilst many conclusions are shared, there are also some points of difference in practices.
Descriptors: Experiential Learning, Reflection, Learning Experience, Computer Mediated Communication
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Joyce, Pauline; Kinnarney, Paula – Action Learning: Research and Practice, 2014
This paper outlines an initiative, namely a leadership symposium, which developed from a chance meeting of like-minded academics, who were trying to achieve similar outcomes with their student groups; namely, to include the scholarly activity of disseminating graduates' action-oriented projects. One group of graduates comprised a mix of…
Descriptors: Leadership, Leadership Training, Conferences (Gatherings), Experiential Learning
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Donovan, Paul Jeffrey – Action Learning: Research and Practice, 2014
"Undiscussables" are topics associated with threat or embarrassment that are avoided by groups, where that avoidance is also not discussed. Their deleterious effect on executive groups has been a point of discussion for several decades. More recently critical action learning (AL) has brought a welcome focus to power relations within AL…
Descriptors: Leadership, Power Structure, Experiential Learning, Behavioral Science Research
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Trantom, John – Action Learning: Research and Practice, 2013
This account of practice considers action learning within an accredited leadership course at a post-1992 university. It outlines a more individualistic approach than that envisioned by Reg Revans and questions how this technique, inherited from a Staff Development colleague, could potentially be improved.
Descriptors: Barriers, Leadership, Foreign Countries, Staff Development
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Pedler, Mike – Action Learning: Research and Practice, 2012
This essay is about how to learn to organise to tackle the intractable and most difficult problems of organisations and societies. It opens with a discussion of the nature of such problems, which are the spur for Revans' action learning and the focus of some recent thinking on leadership. Action learning works on the basis of peer relationships…
Descriptors: Administrator Education, Learning Strategies, Cancer, Experiential Learning
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Winterburn, Kathryn; Hicks, Fiona – Action Learning: Research and Practice, 2012
While action learning is a familiar tenet of much management and leadership development activity within the NHS it is not commonly utilised within the education and development of doctors where didactic methods remain the preferred mechanism to impart factual knowledge necessary to fulfil the autonomous practitioner role. Within the specialism of…
Descriptors: Experiential Learning, Leadership, Medical Education, Behavior Change
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Vince, Russ – Action Learning: Research and Practice, 2012
In this polemical essay, Professor Russ Vince argues that it is important to understand the contradictions that can be generated by action learning. This method is a powerful and effective approach to managers' learning that can underpin transformations of management practice. However, any method for learning, no matter how convinced we are of its…
Descriptors: Experiential Learning, Research Projects, Psychological Patterns, Leaders
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Yoon, Hyung Joon; Cho, Yonjoo; Bong, Hyeon-Cheol – Action Learning: Research and Practice, 2012
The primary purpose of this article is to evaluate the impact of a dual-project action learning program (DPALP) conducted in South Korea. A dual-project program requires each participant to carry out both team and individual projects. Cho and Egan's [2009. Action learning research: A systematic review and conceptual framework. "Human Resource…
Descriptors: Outcomes of Education, Program Effectiveness, Experiential Learning, Leadership
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Mullen, Carol A. – Action Learning: Research and Practice, 2011
This account concerns the renewal of established professional organizations though action learning. In order to revitalize one national organization, an executive group of leaders committed to co-leading and co-learning through a friendly, computer-supported governance structure. Manifestations of our work together were an accelerated…
Descriptors: Expertise, Conferences (Gatherings), Research Committees, Governance
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Karallis, Takis; Sandelands, Eric – Action Learning: Research and Practice, 2011
This article provides a case study of how Kentz Engineers & Constructors, with more than 10,000 employees in 26 countries, are leveraging learning to "Build better futures" for its stakeholders: clients, shareholders, employees and communities. Kentz provide opportunities for learning at all levels, ensuring that "no one is left behind". This case…
Descriptors: Employees, Experiential Learning, Individual Development, Case Studies
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