Action Learning for Managers by Mike Pedler

By Mike Pedler

Motion studying for Managers is a transparent, concise and simple advisor to this well-established method of challenge fixing and studying in teams that allows switch in contributors, groups, firms and structures. via motion studying humans improve themselves and construct the relationships which are the foremost to enhancing operations and bringing approximately thoughts. With questionnaires, checklists, examples and functional suggestion, this little e-book comprises every little thing you must start. motion studying is basically an easy suggestion yet one who calls for proposal, dedication and care to place into perform.

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Here people take turns as the facilitator or make sure between them that all these learning process tasks are accomplished. Although most sets start with the help of an external adviser, many go on to become selffacilitating as they acquire the skills and the discipline. Conferences ... are a good way of linking the action learning sets with the whole system – thereby increasing the likelihood of organisational learning. A conference can be used to start off a programme, and can also be a good place to finish.

Why is this important? (i) To you? (ii) To your company? 3. How will you recognise progress on this problem? 4. Who else would like to see progress on this problem? 5. What difficulties do you anticipate? 6. What are the benefits if this problem is reduced or resolved? (i) To me? (ii) To other people? (iii) To the organisation? 47 5 5 action learning for managers In the John Tann case (Chapter 2), the set members had very clear ideas about what they wanted to do. It is often harder than this to define problems tightly enough so as to arrive at clear, measurable outcomes or success criteria.

And out there) Learning about ME - my style - my attitudes - my skills etc. Learning about the PROBLEM in the company 45 5 action learning for managers Giving it a good go This issue of personal commitment is crucial. A shrewd manager once explained to me that he had encouraged an experienced shopfloor worker to join a managerial action learning programme because “he would give it a good go”. This has been one of my acid tests ever since. The resource for this chapter offers some questions to help you think through a suitable problem for action learning.

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