All in a Knot of One Another's Labours: Self-Determination, Network Organising and Learning

Autor/in	Pedler, Mike
Titel	All in a Knot of One Another's Labours: Self-Determination, Network Organising and Learning
Quelle	In: Action Learning: Research and Practice, 9 (2012) 1, S.5-28 (24 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1476-7333
DOI	10.1080/14767333.2012.656887
Schlagwörter	Administrator Education; Learning Strategies; Cancer; Experiential Learning; Leadership; Organizational Effectiveness; Organizational Objectives; Organizational Theories; Essays; Self Determination; Peer Relationship; Case Studies; Social Networks; Problem Solving; Freedom; Health Occupations; Transformational Leadership; Social Influences; Social Change + Suchen Sie Ihr Suchwort? Learning methode; Learning techniques; Lernmethode; Lernstrategie; Carcinoma; Karzinom; Krebs (med); Krebserkrankung; Experiental learning; Erfahrungsorientiertes Lernen; Führung; Führungsposition; Unternehmenserfolg; Business goal; Unternehmensziel; Organisationstheorie; Essay; Aufsatzunterricht; Selbstbestimmung; Peer-Beziehungen; Case study; Fallstudie; Case Study; Social network; Soziales Netzwerk; Problemlösen; Freiheit; Gesundheitsberuf; Sozialer Einfluss; Sozialer Wandel
Abstract	This essay is about how to learn to organise to tackle the intractable and most difficult problems of organisations and societies. It opens with a discussion of the nature of such problems, which are the spur for Revans' action learning and the focus of some recent thinking on leadership. Action learning works on the basis of peer relationships and self-determination lends itself naturally to attempts to organise in networks rather than in hierarchies. Taking cancer care as an example of an intractable problem, the centre point of the essay is a case study of an NHS Cancer Network which shows the complex dependencies and connections of this way of working. Although the recent history of organising has been summed up as a trajectory "from hierarchies to networks", I argue that our capabilities with the intractable and wicked problems are limited by our dependence upon hierarchical models of organising and also by management practices that are best suited to "tame" problems and a management education tradition that produces "subalterns" rather than self-determining actors. These points are made via an excursion through three philosophies of freedom: post-colonialism, anarchism and Quakerism. These ideas reveal the cultural legacies to be overcome in the quest to learn how to organise with free actors. The triple practices of action learning, distributed leadership and network organising are offered as being part of the solution. (Contains 6 figures and 1 note.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10