The
Problem
and
the
Solution. Models of informal learning in today's rapidly changing environment have not fully considered how people make meaning of their context as they frame what they need to learn, seek out strate gies for informal learning, and evaluate their experiences Using a framework developed by Bolman and Deal, the authors identify filters that help identify where informal learners in organizations might best focus their attention Also, they reevaluate a basic model for informal learning in light of information in the studies in this book that point to the importance of context Finally, they explore overarching lessons learned about supporting informal learning and becoming intentional about learning
Get full access to this article
View all access options for this article.
References
1.
Argyris, C., & Schon, D. (1978). Organizational learning: A theory of action perspective . Reading, MA: Addison-Wesley.
2.
Bolman, L.G., & Deal, T.E. (1984). Modern approaches to understanding and managing organizations. San Francisco: Jossey-Bass
3.
Burgoyne, J., & Reynolds, M. (Eds.). (1997). Management learning: Integrating perspectives in theory and practice. Newbury Park, CA: Sage.
4.
Cseh, M. (1998). Managerial learning in the transition to a free market economy in Romanian private companies. Unpublished doctoral dissertation, The University of Georgia, Athens.
5.
Cseh, M., Watkins, K.E., & Marsick, V.J. (1999, March). Re-conceptualizing Marsick and Watkins' model of informal and incidental learning in the workplace. In K. P Kuchinke (Ed.), Proceedings, Academy of Human Resource Development Conference, Volume I (pp. 349-356), Baton Rouge, LA: Academy of Human Resource Development.
6.
Dewey, J. (1938). Experience and education. New York: Macmillan.
7.
Lewin, K. (1935). A dynamic theory of personality. New York: McGraw-Hill.
8.
Marsick, V.J., & Watkins, K.E. (1990). Informal and incidental learning in the workplace . London: Routledge.
9.
Marsick, V.J., & Watkins, K.E. (1997). Lessons from informal and incidental learning In J. Burgoyne & M. Reynolds (Eds.), Management learning: Integrating perspectives in theory and practice (pp. 295-311). Newbury Park, CA: Sage.
10.
Mezirow, J. (1991). Transformative dimensions of adult learning. San Francisco: Jossey-Bass.
11.
Mezirow, J.D. (1997). Transformative learning: Theory to practice. In P. Cranton (Ed.), Transformative learning in action: Insights from practice (New Directions in Adult and Continuing Education, No. 79, pp. 5-12). San Francisco: Jossey-Bass.
12.
Senge, P.M. (1990). The fifth discipline: The art and practice of the learning organizationNew York: Doubleday.
13.
Watkins, K.E., & Marsick, V J. (1993). Sculpting the learning organization: Lessons in the art and science of systemic change. San Francisco: Jossey-Bass.
