Along with the rapidly changing social and economic context accompanied by COVID-19, concerns have been raised for the less-educated, low-wage workers who disproportionately experienced disadvantages in accessing workplace learning or training opportunities essential for job placement or career development. In response to the challenges of…

Change always catalyzes organizational members to challenge, reframe, and revisit the assumptions that preside over the work they do. But how do recent changes affect individual and collective organizational transformations? More fundamentally, how can we think about learning and transformation in an organizational environment in perpetual…

The idea of building learning cities is one of the important strategies for implementing lifelong learning in China. It is well accepted through policymaking, research, and practice. This article provides an overview of building a learning city in Beijing. Three cases offer perspectives that explain the structure, policy, and practice of building…

This chapter draws on research in organizational (workplace) learning to provide guidelines for educators to effectively design, facilitate, and evaluate collaborative learning experiences.

Through the lens of Vygotsky's Cultural-Historical Development Theory, the Equitable Food Initiative (EFI) moves traditional informal workplace theories into the cultural, intersubjective realm.

This chapter addresses the transitions and changes occurring because of technological innovation, how these changes are affecting the workplace, and the skills needed to thrive today. It also presents generational characteristics of adult learners and strategies for adult educators and higher education institutions for effectively dealing with…

The military relies on continuing professional education as a key component to the success of its organization. With decreasing budgets and increasing importance for a force that operates efficiently and thinks critically, the cognitive tension among training, education, and learning comes center stage.

The changing meaning of work calls for care and concern for the spiritual dimension of the workplace. Toward this end, a more liberal form of workforce education and human resource development in response to workplace preparation for managers is needed.

This chapter proposes a spiritually relevant and social justice pedagogy that assists learners in making the transition to the workplace. Key elements of this spirituality include religion, cultural diversity, identity, health, and social class. Pedagogical strategies for infusing this spirituality in the curriculum are given.

This chapter explores how both historically and in contemporary times of escalating violence against our bodies, minds, and spirits worldwide, Black women lead, love, and live within contexts of suffering.

In this chapter, we reconnect with and reflect on our own stories of working within a university setting and how we create spaces for the possibility of transformative learning. Through this process, we have renewed our purpose to advocate for a deeper focus on "the relational" in those contexts where a dominant focus on systems,…

The workplace is a place where we show up as human beings, subject to human experience. People are no longer willing to leave their spirit-ness at the door. In reality, spirit-ness shows up "without permission" as a revolutionary, powerful, and transformative way of being in a world that too often supports status quo activities that are…

This chapter introduces the enlightened revelation framework, a spiritual response to social injustice. The enlightened revelation framework uses a philosophical discourse as a means to promote spiritually engaging and morally responsible workplaces.

This chapter provides an overview of key principles and practices in executive coaching. Coaching is discussed as a reflective learning opportunity and offers the theoretical grounding, strategies, and case studies for each of four key elements of a coaching engagement.

Interconnections between workplace and organizational learning can highlight the ongoing changes taking place that prestage the need for learning cities and regions. The diverse institutions that comprise cities and regions can function as organizational learning mechanisms in the 21st century. Learning cities themselves can also be conceptualized…