Edmonstone, J (2015) When action learning doesn't "take": reflections on the DALEK Programme. Action Learning: research and practice, 7 (1). pp. 89-97.

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Abstract

This article describes the use of ‘business-driven’ action learning in a healthcare setting. It reviews and reflects on an example where action learning does not ‘take’, identifying the likely causes of this. It also poses four questions – whether action learning is counter-cultural in some organisations; whether the Organisation Development function is really developmental; whether the nature of the contracting process for external help adversely influences action learning; and whether the external consultant should challenge the brief.

Item Type: Article
Uncontrolled Keywords: business-driven action learning, health care, organisation culture, organisation development, contracting, external consultants
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculty of Humanities and Social Sciences > School of Social Science and Public Policy
Depositing User: Symplectic
Date Deposited: 23 Apr 2015 12:14
Last Modified: 03 May 2019 10:29
URI: http://eprints.keele.ac.uk/id/eprint/426

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