When action learning doesn't "take": reflections on the DALEK Programme
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.
Acceptance Date | Oct 30, 2009 |
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Publication Date | Mar 30, 2015 |
Journal | Action Learning: research and practice |
Print ISSN | 1476-7333 |
Publisher | Taylor and Francis Group |
Pages | 89-97 |
DOI | https://doi.org/10.1080/14767330903577034 |
Keywords | business-driven action learning, health care, organisation culture, organisation development, contracting, external consultants |
Publisher URL | https://doi.org/10.1080/14767330903577034 |
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