Action Learning Leadership And Organizational Development In Public Services

Unprecedented investment is being made in leadership development across the public sector: leadership courses are growing, and development is a core theme of organizational capacity building initiatives. Within this, action learning has attracted increasing interest as an approach that can simultaneously address individual and organizational development. An impressive and scholarly collection, this book collates important examples and considers the evidence for action learning’s effectiveness. An important read for postgraduate students and researchers of human resources, training and development, this important book draws important insights to raise new questions concerning the role of the facilitator, the value of a ‘bilingual’ ability with public service issues and facilitation, comparisons with coaching and mentoring, and implications for employing action learning in a politicized or hierarchical environment and on a consultancy basis.

For the first time in one volume, the leading proponents and practitioners of action learning define their approach, and describe how action learning and executive and organizational development are practiced in the public, private and 'not-for-profit' sectors around the world. Described in detail are the experiences of General Electric, Merck, Volvo, Japanese and Korean multinationals, as well as the Canadian Civil Service and The World Council of Churches, among others.

Action learning 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 first of a two volume set that fully explore the roots of action learning and the legacy of its principal pioneer, Reg Revans. Rather than prescribe one approach to action learning, it shows alternative approaches to fit different contexts, including classic action learning, action reflection learning and business driven action learning.

Previous editions of Action Learning in Practice established this authoritative overview of action learning around the world. Over the last decade the move towards action-based organizational learning and development has accelerated, and action learning is now an established part of the education and development mainstream in large and small organizations. Fully revised and updated, this fourth edition covers the origins of action learning with Reg Revans' ideas, and looks at their development and application today. Action learning is self-directed learning through tackling business and work problems with the support of peers and colleagues. A professional and diverse workforce, attracted, influenced and developed in this way is more able to deal effectively with the growing complexity and pressures of working life. As the limits of conventional training and development become more obvious, leaders are increasingly attracted to action-based approaches to learning when seeking better outcomes and returns on investment.

Previous editions of Action Learning in Practice established this authoritative overview of action learning around the world. Over the last decade the move towards action-based organizational learning and development has accelerated, and action learning is now an established part of the education and development mainstream in large and small organizations. Fully revised and updated, this fourth edition covers the origins of action learning with Reg Revans' ideas, and looks at their development and application today. Action learning is self-directed learning through tackling business and work problems with the support of peers and colleagues. A professional and diverse workforce, attracted, influenced and developed in this way is more able to deal effectively with the growing complexity and pressures of working life. As the limits of conventional training and development become more obvious, leaders are increasingly attracted to action-based approaches to learning when seeking better outcomes and returns on investment.

Research in Organizational Change and Development

This is the best single-source guide to leadership development in the public sector. It offers a wealth of advice for teachers, students, trainers, human resource officers, and established leaders. The all-original chapters include discussions of leadership frameworks, competencies for public leaders for the "new governance," and strategies for senior leaders in government.The book's wide-ranging coverage includes in-depth discussions of specific approaches to learning methods such as action learning and social artistry, as well as presentations of leader development models such as transformational stewardship and global leadership. The contributors present experiences from real-world leadership development programs, and the book situates leader development within the current trends of networks, collaboration, and boundary-crossing work in the public sector.

Action learning is one of the most prominent individual and organisational development approaches used in all parts of the world, including in over 70 member states of the United Nations. From its early beginnings in the 1970s, it has been adopted in private, public and third-sector organisations and has produced several variations. Used for leadership and management development, to support teamwork and problem-solving, and to encourage creative thinking, it can help to develop and enhance the learning capacity for individuals and organisations. Applied as a discrete activity focused on a priority need or on new or changed roles; as a linkage between more formal programs and the workplace or blended with other elements in a program, this book distils current and previous practice and theory to provide an up-to-date guide to action learning. The book will provide readers with an understanding of action learning, including the major elements, the choice of issues, the key skills, the role of the facilitator and applications organisation-wide. It will address such important aspects as how action learning can adapt to different national and regional cultures and how it can be evaluated. It will also offer a range of resources for further and deeper understanding.