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基本説明
This book demonstrates how Action Learning can quickly and effectively be introduced, implemented, and sustained in any type or size or organization.
Full Description
This book demonstrates how Action Learning can quickly and effectively be introduced, implemented, and sustained in any type or size of organization.
Today's rapidly changing and globally competitive business environment mandates that 2 st century leaders develop new models and innovative learning processes of organizational leadership. To meet these shifting needs, Action Learning has emerged as a key training and problem-solving tool for companies as diverse as Nokia, Samsung, Boeing, GE, Motorola, Marriott, General Motors, Deutsche Bank, and British Airways. These and hundreds of other companies around the world now employ Action Learning for strategic planning to develop managers, identify competitive advantages, reduce operating costs, and create high-performing teams.
What exactly is Action Learning? Simply described, it is a dynamic process that involves a small group of people solving real organizational problems, while focusing on how their learning can benefit individuals, groups, and the larger organization. The emphasis on learning is what makes this process strategic rather than tactical in equipping leaders to more effectively respond to change.
This book demonstrates how Action Learning can quickly and effectively be introduced, implemented, and sustained in any type or size of organization using six key components:
a diverse group of 4 to 8 members
an urgent task or problem
a question-driven communication process
implementation of action strategies
a commitment to learning and
an Action Learning team coach.
The book features useful business case examples that illustrate the power of Action Learning in successfully developing leaders, solving problems, building teams, and transforming organizations. Recent developments that include skilled coaching and question-based dialogue make it an even more powerful tool in leadership and organizational development.
Contents
Preface
Introduction
I. Foundations of Action Learning
Leadership and Organizational Change in the 2 st Century
Fundamentals of Action Learning and How It Works
The Interdisciplinary Foundations for Action Learning
The Power of Action Learning to Develop Leaders and Learning Organizations
Asking Questions to Promote Reflection and Learning Throughout the Action Learning Team's Life Cycle
II. Implementing Action Learning
Developing and Changing Organizations Through Action Learning
Embedding Action Learning in the Organization
Integrating Action Learning Within Larger Developmental Programs
Application of Action Learning Principles in Other Development Processes
III. Best Practices From the Present to the Future
The Evidence for the Effectiveness of Action Learning
Best Practices in Planning and Implementing Action Learning Programs
Action Learning From the Future
References
Index
About the Authors
