Participating in a Collaborative Action Learning Set (CAL): beginning the journey     

Brendan Mccormack  Elizabeth Henderson  Christine Boomer  Ita Collin  David Robinson 《Action Learning: Research and Practice》2008,5(1):5-19

Action learning is being increasingly utilised as a strategy to underpin practitioner focused development and research projects in healthcare generally and nursing in particular. Whilst facilitators of and participants in action learning have a variety of resource materials to guide their practice and participation, there continue to be few systematic and/or evaluative accounts of the experience of participating in action learning for potential action learning participants to draw upon. This paper attempts to address this agenda. The paper presents an interpretive evaluation of the experience of nurses participating in action learning as the learning strategy underpinning a 3-year emancipatory practice development/practitioner research programme. In particular, the paper focuses on the experience of ‘joining a learning set’. This focus has been adopted as the theory of action learning emphasises the principle of ‘voluntariness’, but yet action learning is increasingly being pre-prescribed as a component of development and research programmes. Such was the case with the programme reported on in this paper. The paper describes an approach used to evaluate learning that was adopted in this programme and in particular the initial evaluation stage that focuses on participants' feelings about joining an action learning set. The data collection and analysis processes are described and the key themes arising from the analysis (‘self-preservation’ versus ‘development of self’) discussed. It is concluded that working with principles of enlightenment is essential to successful action learning and the transformation of workplace cultures.  相似文献   

Safe or unsafe? The paradox of action learning     

Jane Robertson  Diane Bell 《Action Learning: Research and Practice》2017,14(2):185-196

Business Driven Action Learning (BDAL), as a learning philosophy that attempts to create real value for business is often used by executive education providers in their management development programmes. As the action learning facilitator, I found that the learning that took place during such a management development programme resulted in participants experiencing stress, anxiety and high levels of frustration, which threatened the learning process. The resulting paradox in the learning environment is that the same anxiety that is necessary to ensure that learning took place has the propensity, if too high to hamper learning. Utilising the findings from this research, this account of practice makes recommendations for the action learning facilitator to consider while guiding action learning sets (groups). The facilitator can alleviate many of the fears by emphasising that anxiety is necessary in the learning process. The facilitator can mediate the learning relationship between the individual participant and the learning environment as depicted in the model at the end of the article.  相似文献   

Evaluation of an action learning programme for leadership development of SME leaders in the UK   总被引：1，自引：1，他引：0  

Jean-Anne Stewart 《Action Learning: Research and Practice》2009,6(2):131-148

This paper presents the findings from an evaluation research project undertaken by Henley Management College in 2006. This project followed an earlier research study that focused on identifying the leadership development needs for leaders of small and medium sized-enterprises (SMEs) in the UK, developed a leadership development model and made recommendations for a leadership development programme. The principle challenges facing the SME organisations overwhelmingly concerned leading change in their organisation. Their personal challenges concerned implementing change initiatives, communicating these and motivating the people in their organisation. In consideration of the challenges identified, one of the key recommendations was to pilot an action learning programme and evaluate the effectiveness of action learning to develop leadership skills in SME leaders. Henley Management College then conducted a research project to evaluate the pilot programme. This pilot consisted of three learning sets, run in three geographical areas in the UK and facilitated using three very different styles. Following the pilot programme, there were several wider reviews by academics, advisors and representatives of relevant government boards. This has since resulted in a significant programme of action learning for SME leadership development being implemented. This paper provides an overview of the relevant literature and research methodology and then presents the evaluation results from the pilot programme. The dominant theme was that action learning does indeed deliver significant business benefits and provides a real opportunity for SME leaders to develop their leadership skills.  相似文献   

Nurturing the H in HR: using action learning to build organisation development capability in the UK Civil Service     

Richard Hale 《Action Learning: Research and Practice》2014,11(3):333-351

In the UK, the Civil Service Reform Plan is being implemented with urgency. This requires Civil Service departments and agencies to reform their structures and ways of working in order to deliver effective services in a climate of economic austerity and rapid social and technological change. Historically, Human Resource (HR) professionals have provided services based on the HR Business Partner model which has meant a focus on strategic and operational HR services. As part of these changes, HR managers and other professionals are now required to develop their capabilities in providing Organisation Development (OD) advice to their internal clients. In order to make this happen, the Civil Service's expert OD and Design Service launched an OD Capability Building programme and engaged OD specialists Mayvin to deliver it. The programme incorporates the postgraduate level-accredited Action Learning Question method developed by Dr Richard Hale called, in this context, OD Questions (ODQs). Participants on the OD Capability Building programme are required to complete an ODQ over a five- to six-month period. This entails scoping an OD challenge with key stakeholders, conducting some research and making recommendations for change or implementing such change. The participants work in ‘action learning sets’ and support each other with their problem solving and learning. A final report is written up by each participant leading to the award of postgraduate-level credits. Examples of ODQ areas include: How can I support a newly appointed Director General to align his team to address their challenges at a time of rapid change? How can I help my client department to improve employee engagement? How can I develop my own capability in working as a business partner and adding value alongside my client?  相似文献   

Incorporating a transformational learning perspective in action learning sets     

Pamela Ajoku 《Action Learning: Research and Practice》2015,12(1):3-21

A field study focused on learning capabilities within action learning sets was used to evaluate potential opportunities between action learning and transformational learning. The use of action learning as a methodology for the acquisition, sharing and transfer of information while integrating an added perspective for transformational learning within the action learning set was investigated. There could be occurrences of transformation within action learning and critical action learning sets. However, there could be the added possibility of using action learning as a potential vehicle for an enhanced or more specific focus on transformational learning. It is useful to explore this potential, especially when there is an increased awareness regarding associations between action learning and transformational learning. Within such learning environments, there could also be the increased potential for outcomes that transform an individual, group or organization. The use of transformational elements based on discussions and resulting themes that occur within action learning sessions are discussed with the aim of encouraging personal development, enhancing skills and engaging in adult learning that could lead to organizational development. Recommendations for these environments are also presented.  相似文献   

Resistance in action learning: struggling with self-efficacy and the social Self – and what about the set advisor?     

Ulrike Burger 《Action Learning: Research and Practice》2013,10(3):264-275

This account of practice explores the concept of resistance in action learning. Resistance is conceptualized as an attempt of self-protection that is manifested in action learners' struggles with their sense of self-efficacy and their social Self. These struggles are an inherent part of the action learning process and may elicit defensive undercurrents that constrain learning. I contribute to debates on criticality in action learning by recognizing the centrality of resistance as a source of learning for participants and set advisors. The intended contribution of this paper is to illuminate the importance of engaging with these limiting processes which can spark a powerful learning experience that reverberates long after the action learning programme has finished. Furthermore, I reflect on the opportunities this alternative view on resistance may provide for us as action learning facilitators and discuss how we may incorporate these reflections in our practice.  相似文献   

Action learning – a process which supports organisational change initiatives     

Pauline Joyce 《Action Learning: Research and Practice》2012,9(1):29-36

This paper reflects on how action learning sets (ALSs) were used to support organisational change initiatives. It sets the scene with contextualising the inclusion of change projects in a masters programme. Action learning is understood to be a dynamic process where a team meets regularly to help individual members address issues through a highly structured, facilitated team process of reflection and action. The key findings from the evaluation of the students and facilitators’ experiences are reflected on, together with plans for improving the experience for all stakeholders for the next academic year. In sharing this experience, the purpose of the paper is to highlight the most significant learning from the evaluation. Good preparation for action learning is vital to ensure a positive experience for all involved. From the student perspective, an appropriate learning set mix is needed to ensure a balance of support and challenge for the ALS. In addition to a preparatory workshop for action learning facilitators, regular meetings with the action learning facilitators in the form of ALSs could be scheduled as a support especially for those new to the process. Finally, it is hoped that this account will encourage readers to use action learning for supporting and engaging students in organisational change initiatives.  相似文献   

The impact of action learning: what difference are we making in the world?     

Arthur Turner  Pamela Heneberry 《Action Learning: Research and Practice》2013,10(1):61-68

Involvement in a number of action-learning programmes and associated development opportunities has led the Professional Development Centre Limited to question the relevance of a strict adherence to the ‘rules’ of action learning as described by Reg Revans. A deliberate focus of one such programme to a financial services organisation offered some insights into the challenges of introducing action learning into the field. Pressures on organisations of time and business expedients might make them believe that action learning is too slow a technique to offer real rewards. However, elements of the action-learning story do resonate in the workplace, key concepts that appear to ‘stick’ are listening, questioning and equality. The utilisation of these skills enhances leadership and organisational development and can still provide a useful set of actions to aim for. This is especially true in problem solving and the way in which respect and equality can re-create a different environment or development space.  相似文献   

Integration of the practice of mindfulness within action learning as an added component within a post graduate leadership programme: an account of practice     

Chandana Sanyal 《Action Learning: Research and Practice》2019,16(2):159-165

This account of practice provides a practical example of the use of mindfulness practice within action learning which was a component of a bespoke UK Business School post-graduate leadership development programme commissioned by an English NHS Mental Health Trust aimed at improving the leadership capacity of mid-level managers through work-based learning. The article discusses background and context of the programme followed by how application of mindfulness exercises was integrated within the action learning process to encourage participants to be ‘in the moment’ as an added component of their leadership development. The aim of the paper is to share examples of practice applied within action learning. Finally, the paper asserts that the application of mindfulness exercises helped to enhance the action learning process by creating a calm, focused space for individual and collective reflections, enhancing the quality of engagement and enabling action learning members to take a more pragmatic approach to addressing the work issues raised within the action learning sets.  相似文献   

What can be learned from action learning coaching? Learnings of novice action learners and their coach     

Angela Danielle Carter 《Action Learning: Research and Practice》2019,16(1):23-36

Action learning coaching (ALC), a form of action learning that integrates leadership coaching, is suggested as a method and ethos to build future capacity, specifically in novice HRD practitioners. The purpose of this article is to offer an account of learning from the perspectives of novice action learners, who were new to the field of human resource development (HRD) and to the concept of ALC, as well as their similarly noviced coach. Data from budding practitioners and their coach, participants in an action learning action research (ALAR) study, are analyzed to show how they used action and generative learning through ambiguity to apply learning to their new roles. Action learning coaching elevated participants’ skills, self-concept, efficaciousness, professionalism, commitment to action, and capacity for learning and growth. Participants changed themselves, their practice, and ultimately the way they approached human resource development as novices.  相似文献   

Building capacity in social care: an evaluation of a national programme of action learning facilitator development     

Christine Abbott  Liz Burtney  Cheryl Wall 《Action Learning: Research and Practice》2013,10(2):168-177

This account of practice shares the findings of an evaluation into the impact of a facilitator development programme on participants' knowledge, skills and subsequent practice. The Centre for Action Learning Facilitation was established to develop action learning set advisors and has been working with Skills for Care over the last two years to develop an internal capacity in social work departments to use action learning primarily to support newly qualified staff.  相似文献   

Following the action in action learning: towards ethnomethodological studies of (critical) action learning     

Steve Fox 《Action Learning: Research and Practice》2009,6(1):5-16

Action learning is a pedagogical practice that helps participants learn by talking about their workplace action with fellow participants (‘comrades in adversity’) in their action learning set. This paper raises questions about the action in action learning, such as: how do members of an action learning set learn from and through each other? How do they learn through their developing conversation and interaction?

To answer such questions, I argue that, ‘ethnomethodology’ (the study of ‘member's methods’ or ‘folk methods’ for doing any kind of practical action) is useful for showing the intricacy of the practical learning process in action learning, as in learning in action, more generally. The paper illustrates the conversational and interactional work of members doing things and learning together in action (for example discovering things in science and in board meetings); and argues that this approach may also be used to study action learning in practice.  相似文献   

From nurturing the H in HR to developing the D in OD – systemic benefits where action learning and organisational development combine     

Richard Hale  Carolyn Norgate  James Traeger 《Action Learning: Research and Practice》2018,15(2):154-167

The authors review the Organisational Development and Design (OD&D) capability building programmes they have facilitated in the UK Civil Service and consider the learning and impact which they have had at an individual and organisational level. These programmes have been delivered to over 350 professional civil servants across a broad range of business functions, ministries, departments and agencies. This paper builds on the article published in this journal entitled ‘Nurturing the H in HR’ (Hale, R. and Saville, M. 2014. “Nurturing the H in HR: Using Action Learning to Build Organisation Development Capability in the UK Civil Service.” Action Learning: Research and Practice 11 (3): 333–351) which explained the early stages of programme roll out. Data to inform these findings has been drawn from a desk based review of the postgraduate level accredited papers written by participants as an integral requirement of the programme and an impact review exercise which used a storytelling approach in order to understand and interpret real accounts of practice. It can be seen how combining the Action Learning Question methodology with a humanistic approach to organisation development has made a significant cultural contribution beyond individual learning and this is impacting the wider system of a complex and dynamic government organisation that has faced, and most likely will continue to face, unprecedented and unpredictable political, social and economic change.  相似文献   

Bourdieu’s habitus and field: implications on the practice and theory of critical action learning     

Rob Warwick  Janet McCray  Douglas Board 《Action Learning: Research and Practice》2017,14(2):104-119

This paper considers the logic of practice of the French sociologist Pierre Bourdieu in relation to critical action learning: in particular habitus which is co-created with field and the interplay amongst the two in the form of misrecognition and risk. We draw on interviews with participants who have experienced action learning as part of an NHS leadership programme. We argue that Bourdieu provides helpful ways of understanding and explaining the complex processes of social interactions which are centre stage in action learning – especially the ‘social friction’ through which action learners gain new insights and new prompts to action in their workplace from learning set members. These insights can support action learning practitioners keen to explore their own practice.  相似文献   

Innovation development – an action learning programme for medical scientists and engineers     

Lee Beniston  Jeff Gold  James Roberts  Richard Thorpe 《Action Learning: Research and Practice》2014,11(3):311-329

There is increasing evidence that action learning is valuable in a higher education setting. This paper goes on to report a personal development programme, based on principles of critical action learning, where the aim is to equip early-career scientists and engineers working in a university setting with the knowledge, skills and confidence to approach the management of innovation. After learning about action learning and critical reflection, the participants, all postdoctorate researchers, completed innovation projects at work, meeting in action learning sets as they proceed. We explain a method of critical thinking before reporting results from an evaluation study based on interviews and focus groups. We consider examples of projects undertaken before considering challenges for students with this approach to learning. Challenges included scepticism about the usefulness of management literature, difficulties in finding ‘problems’ within the constraints of postdoctoral work, and the discomfort and intensiveness of action learning. However, through adaptation by the tutors with students, some significant results were achieved.  相似文献   

Relevant and timely learning for busy leaders   总被引：1，自引：1，他引：0  

Julia Claxton  Jeff Gold  Claire Edwards  Gary Coope 《Action Learning: Research and Practice》2009,6(1):63-70

Lord Leitch was commissioned by the Chancellor in 2004 with a remit to ‘identify the UK's optimal skills mix in 2020 to maximise economic growth, productivity and social justice and to consider the policy implications of achieving the level of change required.’ In the 2006 Budget, the Chancellor asked Lord Leitch to consider how to better integrate employment and skills services at a local level. In his final report ‘Prosperity for all in the global economy – world class skills’ Leitch states the need to further improve management and leadership skills in the UK recommending that the UK should aim to be a world leader on skills by 2020. One of the key ways to maximize economic growth is through leadership of small and medium enterprise. In response to this Leitch report and in conjunction with the Sector Skills Councils, an action learning opportunity was made available for leaders in the retail and leisure sectors in Merseyside. Alongside the government also highlighted a need for skill development in ‘inspirational’ leadership in particular. To make learning and development ‘relevant and timely’ for busy leaders, action learning is often a preferred option. This paper looks at three particular aspects of using action learning with leaders in the retail and leisure sectors. Firstly, how commitment to engage with the process was created and fostered, in light of work pressures and long working hours. Secondly, the factors that encouraged each member to feel, and act upon, a sense of responsibility for each others' learning and development, rather than just their own, and, thirdly, a frank look at some of the difficulties which arose which could have threatened the effectiveness of the learning.  相似文献   

Action learning: how learning transfers from entrepreneurs to small firms     

Karen Jones  Sally A. Sambrook  Luke Pittaway  Andrew Henley  Heather Norbury 《Action Learning: Research and Practice》2014,11(2):131-166

This paper presents research with small- and medium-sized enterprise (SME) owners who have participated in a leadership development programme. The primary focus of this paper is on learning transfer and factors affecting it, arguing that entrepreneurs must engage in ‘action’ in order to ‘learn’ and that under certain conditions they may transfer learning to their firm. This paper draws on data from 19 focus groups undertaken from 2010 to 2012, involving 51 participants in the LEAD Wales programme. It considers the literatures exploring learning transfer and develops a conceptual framework, outlining four areas of focus for entrepreneurial learning. Utilising thematic analysis, it describes and evaluates what (actual facts and information) and how (techniques, styles of learning) participants transfer and what actions they take to improve the business and develop their people. This paper illustrates the complex mechanisms involved in this process and concludes that action learning is a method of facilitating entrepreneurial learning which is able to help address some of the problems of engagement, relevance and value that have been highlighted previously. This paper concludes that the efficacy of an entrepreneurial learning intervention in SMEs may depend on the effectiveness of learning transfer.  相似文献   

Learning in academia is more than academic learning: action research in academic practice for and with medical academics     

Chris Trevitt 《Educational Action Research》2013,21(4):495-515

Academic learning traditionally involves research, and the production of journal papers, books, etc. ‘Learning in academia’ refers to academics becoming more skilful in what they do. It is what legal or medical clinicians would refer to as continuing professional education (or development) (CPE/D) which, by analogy, invokes the notion of CPE in academic practice. Action research and reflective practice through action learning processes in a graduate programme in higher education are used to promote such learning. Participants are mid‐career medics.

Five themes stand out: mapping the terrain to be addressed; creating the required ‘space for learning’; keeping projects confined in scope; assessment and the shift in emphasis from ‘content’ to ‘process’; and, achieving a whole that is greater than the sum of the parts. Many attributes of threshold concepts are evident, but conceiving of learning as progress along a continuum rather than crossing a singular threshold is favoured. Issues to do with promulgating CPE/D in academia, identity construction, rethinking learning, and universities are briefly addressed.  相似文献   

Action learning as an element within an assessed and supported year in employment for newly qualified social workers: a three-role perspective     

Carol Wells  Ikedola Animashaun  Anneliese Gibb 《Action Learning: Research and Practice》2017,14(2):167-173

The assessed and supported year in employment (ASYE) is employer-led and provides a programme to support and assess newly qualified social workers (NQSWs) working with children and families and adults during their first year of employment. Action learning was brought into Cambridgeshire County Councils ASYE programme as a 12-month pilot from October 2015 to September 2016, with the view of providing an opportunity for the 55–60 NQSWs to develop critical thinking, problem-solving and leadership skills. This paper gives an account of the journey from the perspective of the roles of the accoucheur and action learning lead, ASYE Programme Lead and Evaluator and identifies key learning points. In writing this paper, the authors acknowledge the contribution of their colleague facilitators and the NQSWs who participated in action learning sets.  相似文献   

Enabling the journey from experienced practitioner to para‐professional: using reflective dialogue in action learning triads     

《Journal of Further & Higher Education》2012,36(4):309-319

This article explores whether using reflective dialogue in action learning sets on a foundation degree (FD) in educational support can develop the capacity for reflective practice of the students. Developing a reflective stance in relation to professional practice is a central theme of the programme, which is reinforced by the work‐based learning module providing a space for reflective dialogue and the inclusion of an employer's perspective for establishing links between university and work. By adopting a case‐study approach, this study focuses on 24 female students who work as teaching assistants or higher level teaching assistants (TAs/HLTAs) in state primary and secondary schools, and reports findings from their and their tutors' perspectives. In view of the rapidly changing educational landscape, apparent in the implementation and development of Integrated Children's Services, the Schools Remodelling Agenda and Workforce Agreement are in effect one policy. Such a programme is essential in creating appropriate opportunities for the continuing professional development of the new workforce. Given the non‐traditional background of the majority of the students and the perceived ambiguity surrounding their roles as teaching assistants within schools, such a programme poses considerable challenges to higher education institutions in terms of appropriateness of content and mode of delivery.  相似文献