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Autor/inn/enDonnenberg, Otmar; De Loo, Ivo
TitelFacilitating Organizational Development through Action Learning--Some Practical and Theoretical Considerations
QuelleIn: Action Learning: Research and Practice, 1 (2004) 2, S.167-184 (18 Seiten)Infoseite zur Zeitschrift
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN1476-7333
SchlagwörterOrganizational Culture; Experiential Learning; Organizational Development; Performance Factors; Theory Practice Relationship; Improvement Programs; Learning Theories; Foreign Countries; Concept Formation; Educational Principles; Case Studies; Training Methods; Netherlands
AbstractAction learning programmes are supposed to result in both personal and organizational development. However, organizational development can be negligible because, as the term implies, a connection must be secured between what has been learned by action learning participants and other members of an organization. Here, the facilitation and analysis of how to institutionalise action learning principles is explored through a theoretical framework. This framework is built around the following concepts: scripts, lean thinking and mindsets. Thereafter, two case studies are offered that exemplify how organizations might operationalise these concepts through action learning programmes that intend, from the outset, to foster organizational development. The evidence suggests that success depends--among other factors--upon the cognitively held beliefs of the set advisor and the prevailing organizational culture. (Contains 2 notes and 1 figure.) (As Provided).
AnmerkungenRoutledge. Available from: Taylor & Francis, Ltd. 325 Chestnut Street Suite 800, Philadelphia, PA 19106. Tel: 800-354-1420; Fax: 215-625-2940; Web site: http://www.tandf.co.uk/journals
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2017/4/10
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