 Facilitating organizational development through action learning—some practical and theoretical considerationsOtmar Donnenberg and Ivo De Loo Action Learning: Research and Practice, 2004, vol. 1, issue 2, 167-184 Abstract: Action 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. Date: 2004 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:taf:alresp:v:1:y:2004:i:2:p:167-184 Ordering information: This journal article can be ordered from DOI: 10.1080/1476733042000264137 Access Statistics for this article Action Learning: Research and Practice is currently edited by Kiran Trehan and Clare Rigg More articles in Action Learning: Research and Practice from Taylor & Francis Journals |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.