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Facilitating Learning Organizations
The authors give guidance and advice on how to facilitate the complex change interventions that are required to build learning into the system so that it makes a difference. They highlight the need for business leaders and development professionals to work together.
Learning in the Workplace (Routledge Revivals)
The nature of the workplace and the workforce has changed rapidly in post-industrial society. Most workers are now facing the need for high levels of preparatory education, retraining for new jobs and the ability to continue learning at work in order to keep up with new developments. The book, first published in 1987, argues that training in the workplace often fails because it is based on conditions that no longer prevail in modern organisations. The mechanistic approach of the behaviourist paradigm, it is argued, views the organisation as a machine and training as the preparation of workers for machine-like work according to their levels in the hierarchy, much as on an assembly line. The humanists’ advocation of collaborative learning has changed but not fundamentally altered this conception. This book will be of interest to students of education and business management.
Strategic Organizational Learning
This book discusses the successes and challenges of leveraging organizational learning in effective strategy development and execution. The authors introduce a framework that helps organizations develop core capabilities to enable them to shift direction rapidly and proactively shape future environments. They also offer a wide selection of cases to illustrate this framework. While some cases highlight fundamental strategic change over time, others are snapshots of mechanisms gradually put in place to jointly optimize learning and performance. There is no one best or right way to leverage strategic organizational learning; different practices may lead to the same outcome and similar practices may lead to different outcomes. The system dynamics underlying such learning — not the simple adoption of one or other practice — are key to success in institutionalizing a performance-based learning approach.
Understanding Action Learning
As much as adult learners can absorb in a classroom, they learn and retain a lot more on the job. Action Learning, or AL, can be based on any of several different schools of thought, and there is much debate as to which is ideal. The authors advocate tailoring the best attributes of each approach to the specific purpose and the learning environment. Drawing on theory from Self-Directed Learning, Learning from Experience, and Transformative Learning, Understanding Action Learning enables the reader to make an informed decision about which approach or combination to use in his or her organization, and provides: * a theoretical model that explains the different approaches to AL, and a framework for identifying which approach to use * a focus on co-design in creating Action Learning programs * practical tools, assessments, and exercises * illuminating stories and case studies from the field Combining top-shelf research with real-world experience, Understanding Action Learning is a crucial resource for adult educators everywhere.
Action Learning
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Facilitating Learning with the Adult Brain in Mind
Practical "brain-aware" facilitation tailored to the adult brain Facilitating Learning with the Adult Brain in Mind explains how the brain works, and how to help adults learn, develop, and perform more effectively in various settings. Recent neurobiological discoveries have challenged long-held assumptions that logical, rational thought is the preeminent approach to knowing. Rather, feelings and emotions are essential for meaningful learning to occur in the embodied brain. Using stories, metaphors, and engaging illustrations to illuminate technical ideas, Taylor and Marienau synthesize relevant trends in neuroscience, cognitive science, and philosophy of mind. Readers unfamiliar with current...
Informal and Incidental Learning in the Workplace (Routledge Revivals)
Today, rapid change is a constant challenge in the workplace, and thousands of individuals need to be involved in continuous learning. Traditional training approaches, however, do not emphasise informal and incidental learning. Furthermore, since informal learning us seldom designed, learning outside of a structured experience may lead to mistaken or dysfunctional learning. Strategies for improving informal learning are urgently needed. This book, first published in 1990, responds to this need by taking a challenging look at many assumptions about workplace learning outside of the classroom and by proposing methods to improve it. They develop a theory of informal and incidental workplace learning based on current developments in training and human resource development which they illustrate with readable and illuminating case studies which tell vivid stories of adult education and human resource development practice. Informal and Incidental Learning in the Workplace is essential reading for researchers and practitioners of human resource development, and also for students of education and adult learning.
HRD Perspectives on Developmental Relationships
Developmental relationships constitute interdependent, generative connections that promote growth and learning among individuals. While studies reporting the impact of developmental relationships on learning, performance, and career development leaves no doubt about its relevance to the human resource development (HRD) field, we lack an in-depth understanding of how developmental relationships apply to the myriad of topics relevant to contemporary HRD research and practice such as social justice, diversity and equity, leadership development, career transitions, knowledge sharing, organization development, employee engagement, organizational learning culture, globalization, national HRD, and ...
Sculpting the Learning Organization
From their unique perspective as adult educators experienced in the work of organizational change, the authors show both human resource professionals, as well as front line managers and others, how people learn and how to support that learning. They show how individual learning acts as a catalyst for group and organizational learning in such key areas as employee involvement, self-directed teams, and the balance of work and home life. Eighteen illustrative case vignettes feature companies such as AT&T, IBM, and Esso Petroleum.
Promoting Qualitative Research Methods for Critical Reflection and Change
The philosophical foundation of emancipatory knowledge lies in critical theory. In this paradigm, instrumental and communicative knowledge are not rejected but are limited. If we do not question current scientific and social theories and accepted truths, we may never realize how we are constrained by their inevitable distortions and errors. Without the possibility of critical questioning of ourselves and our beliefs, such constraining knowledge can be accepted by entire cultures. The research paradigm that is relevant for constructing this kind of knowledge is the critical paradigm. Data are always qualitative and have specific methods of research. Quantitative research unquestionably has a ...
