The Problem and the Solution. Action learning does not just happen automatically and can spin out of control just like any other initiative. Action learning initiatives must be purposefully designed and implemented This chapter covers basic issues such as designing individual and team projects, timing, and kinds of structured learning in relation to the four approaches to action learning.
Get full access to this article
View all access options for this article.
References
1.
Arnell, E. (1995). Volvo Truck Management Program VTM 5 Evaluation, Summary of results, Part 2: Qualitative data. Unpublished company report.
2.
Casey, D., & Pearce, D. (1977). More than management development: Action learning at GEC. Hampshire, England: Gower .
3.
Coghill, N., & Stewart, J. (1998). The NHS: Myth, monster, or service—Action learning in a hospital. Salford, England: Revans Centre for Action Learning and Research.
4.
Dennis, C.B., Cederholm, L., & Yorks, L. (1996). Learning your way to a global organization. In K. E. Watkins & V. J. Marsick (Eds.), In action: Creating the learning organization (pp. 165-177). Alexandria, VA: American Society for Training and Development .
5.
Dilworth, R. L. (Ed.). (1998). Special issue on action learning. Performance Improvement Quarterly, 11(1).
6.
Inglis, S. (1994). Making the most of action learning. Brookfield, VT: Gower.
7.
Marsick, V.J. , & Watkins, K.E. (1992). Informal and incidental learning in the workplace.
8.
London: Routledge.
9.
McGill, I., & Beaty, L. (1992). Action learning: A practitioner's guide. London: Kogan Page.
10.
McNamara, C. (1996). Evaluation of a group-managed, multi-technique management development program that includes action learning. Unpublished doctoral dissertation, Graduate School of the Union Institute, Minneapolis, Minnesota.
11.
Mumford, A. (1995). Learning in action. Industrial and Commercial Training, 27(8), 36-40.
12.
Mumford, A. (1996). Effective learners in action learning sets. Employee Counseling Today, 8(6), 5-12.
13.
Noel, J.L., & Charan, R. (1988). Leadership development at GE's Crotonville. Human Resource Management, pp 433-447.
14.
O'Neil, J.A. (1999). The role of the learning advisor in action learning . Unpublished dissertation, Teachers College, Columbia University, New York.
15.
O'Neil, J., Arnell, E., & Turner, E. (1996). Earning while learning. In K. E. Watkins & V. J. Marsick (Eds.), In action: Creating the learning organization (pp. 153-164).
16.
Alexandria, VA: American Society for Training and Development.
17.
O'Neil, J., Foy, N., Bailey, C., & Cuozzo, P. (1995). A best practices: Program development model. Adult Learning, 7(2), 20-22.
18.
O'Neil, J., & Marsick, V.J. (Fall 1994). Becoming critically reflective through action reflection learning. In A. Brooks & K. Watkins (Eds.), The emerging power of action learning technology (pp. 17-30). New Directions for Adult and Continuing Education, no. 63. San Francisco: Jossey- Bass
19.
O'Neil, J., Marsick, V.J., Yorks, L., Nilson, G., & Kolodny, R. (1997). Life on the seesaw: Tensions in action reflection learning. In M. Pedler (Ed.), Action learning in practice (3rd ed., pp. 339-346). London: Gower.
20.
Revans, R.W. (1978). The a. b. c. of action learning: A review of 25 years of experience.
21.
Salford, England: University of Salford.
22.
Revans, R.W. (1982). The origin and growth of action learning. London: Chartwell Bratt.
23.
Revans, R.W. (1983). Action learning projects. In B. Taylor & G. Lippitt (Eds.), Management development and training handbook (2nd ed., pp. 226-274). New York: McGraw-Hill.
24.
Rothwell, W.J., & Kazanas, H.C. (1992). Mastering the instructional design process. San Francisco: Jossey-Bass.
25.
Weinstein, K. (1995). Action learning: A journey in discovery and development . New York: HarperCollins.
26.
Yorks, L., O'Neil, J., Marsick, V.J., Nilson, G.E., & Kolodny, R. (1996). Boundary management in action reflection learning research: Taking the role of a sophisticated barbarian. Human Resource Development Quarterly, 7(4), 313-329.