Action Learning: Research and Practice

2004 - 2025

Current editor(s): Kiran Trehan and Clare Rigg

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Volume 12, issue 3, 2015

Mistrust, secrecy and suspicion pp. 259-260

Clare Rigg

Psychological climates in action learning sets: a manager's perspective pp. 261-275

Annie Yeadon-Lee

Invisible practices; innovative outcomes: intrapreneurship within the academy pp. 276-292

Ken Dovey and Michael Rembach

Linking action learning and inter-organisational learning: the learning journey approach pp. 293-313

Thomas Schumacher

Action learning experiences pp. 314-316

Sue Smith, Kath Aspinwall and Kathryn Winterburn

Insider research as part of a master's programme: opportunities lost and found within action learning sets pp. 317-324

Chloe Milano, Aileen Lawless and Elaine Eades

Action learning in China pp. 325-333

Michael J. Marquardt

Student accounts of action learning on a DBA programme: learning inaction pp. 334-343

Roger Mendonça, Anthony Parker, Uwem Udo and Catherine Groves

Leaders learning from leaders as an emergent action learning strategy pp. 344-355

Carol A. Mullen, Mariela A. Rodríguez and Tawannah G. Allen

Thinking differently for deeper action pp. 356-357

Judith Breen, Mike Pedler, John Edmonstone and Brian Milsom

Dialogic organization development: the theory and practice of transformational change pp. 358-366

Chris Blantern

Reflective practice pp. 367-369

Julia Claxton

A very short, fairly interesting and reasonably cheap book about management research pp. 369-373

Jean Kellie

Action research for sustainability: social imagination between citizens and scientists pp. 373-380

Mike Pedler

Corrigendum pp. 381-381

The Editors

Volume 12, issue 2, 2015

Action learning and the new leadership as a practice pp. 127-130

Joe Raelin and Kiran Trehan

The Challenge of Evaluating Action Learning pp. 131-145

John Edmonstone

Beyond you and me: stories for collective action and learning? Perspectives from an action research project pp. 146-165

Margaret Gearty

Lessons learnt from applying action research to support strategy formation processes in long-term care networks pp. 166-194

Hendrik Cramer, Geert Dewulf and Hans Voordijk

Problem, culture and education pp. 195-196

Kathryn Winterburn, Kath Aspinwall and Sue Smith

A safe place to stay sharp: action learning meets cooperative inquiry in the service of NHS OD capacity building pp. 197-207

James Traeger and Carolyn Norgate

'Cast your net widely': three steps to expanding and refining your problem before action learning application pp. 208-214

Simon R. Reese

Action learning: cultural differences pp. 215-223

Gillian Stevens and Manuel de Vera

'The Peer Groups' - the formation and facilitation of Action Learning Sets within the HE community of an FE college pp. 224-234

Mark Joesbury

Shining a light pp. 235-236

Judith Breen, Mike Pedler, John Edmonstone and Brian Milsom

Doing action research in your own organization pp. 237-241

Anne Graham Cagney

Reseaching organisations. The practice of organisational field work pp. 241-244

Mandy Chivers

Work-applied learning for change pp. 244-247

Jim Stewart

The unfinished leader: balancing contradictory answers to unsolvable problems pp. 247-250

Phil Radcliffe

Participative transformation learning and development in practising change pp. 250-254

Cathy Sharp

Lifelong action learning for community development: learning and development for a better world pp. 254-258

Brian Milsom

Volume 12, issue 1, 2015

Problem solving or learning – which is priority? pp. 1-2

Clare Rigg

Incorporating a transformational learning perspective in action learning sets pp. 3-21

Pamela Ajoku

Understanding the causal path between action, learning, and solutions: maximizing the power of action learning to achieve great results pp. 22-36

H. Skipton Leonard

Action learning and executive education: achieving credible personal, practitioner and organisational learning pp. 37-51

Simon Stephens and Michael Margey

Action Learning and Organisational Learning: A Climate of Welcome? pp. 52-53

Kath Aspinwall, Sue Smith and Kathryn Winterburn

Action learning, the tool for problem-solving in universities; Uganda Martyrs Nkozi, Makerere and Nkumba universities pp. 54-64

Jacinta Bwegyeme and John C. Munene

'Scaffolding' of action learning within a part-time management development module pp. 65-77

Mark Joesbury

'Knowing is not enough; we must apply': reflections on a failed action learning application pp. 78-84

Simon Reese

Exploring the challenges in scaling up the delivery of action learning facilitator training within a global organisation pp. 85-98

Sonja Antell and John Heywood

Reflecting back to the future pp. 99-100

Judith Breen, Mike Pedler, John Edmonstone and Brian Milsom

Capital in the twenty-first century pp. 101-106

John Edmonstone

American pragmatism and organisation: issues and controversies pp. 106-112

Mike Pedler

Occupy management! Inspirations and ideas for self-organization and self-management pp. 112-115

Nicholas Snowden

Leading with questions: how leaders find the right solutions by knowing what to ask pp. 115-117

Annie Yeadon-Lee

The Leadership Shadow: how to recognise and avoid derailment, hubris and overdrive pp. 117-121

Mary Holmes

Leadership: a critical introduction pp. 121-125

Neil O'Sullivan

Volume 11, issue 3, 2014

Argyris and Revans on ‘holding meaningful conversations’ pp. I-V

Nancy Dixon

Creating, maintaining and disrupting action learning: gaps and openings across the world pp. 261-263

Clare Rigg

Revans reversed: focusing on the positive for a change pp. 264-277

Jeffrey Gold

Developing an action learning design model pp. 278-295

Hyeon-Cheol Bong, Yonjoo Cho and Hyung-Sook Kim

Unlearning, critical action learning and wicked problems pp. 296-310

Mike Pedler and Shih-wei Hsu

Innovation development - an action learning programme for medical scientists and engineers pp. 311-329

Lee Beniston, Paul Ellwood, Jeff Gold, James Roberts and Richard Thorpe

Action learning as a cost-effective organisational development tool pp. 330-332

Sue Smith, Kath Aspinwall, Cheryl Brook and Kathryn Winterburn

Nurturing the H in HR: using action learning to build organisation development capability in the UK Civil Service pp. 333-351

Richard Hale and Martin Saville

Moving from opportunism to expediency when introducing action learning into an organisation pp. 352-360

Mike Bloodworth

Action learning on the edge: contributing to a master's programme in Human Resources for Health pp. 361-374

John Edmonstone and Jean Robson

Challenging and questioning insights pp. 375-376

Judith Breen, Mike Pedler, John Edmonstone and Brian Milsom

Humble inquiry: the gentle art of asking instead of telling pp. 377-380

Michael Marquardt

Learning at work in a tiger economy pp. 380-385

Bob MacKenzie

Cross-cultural management: a transactional approach pp. 385-388

John Edmonstone

Review of 'The Routledge companion to Alternative Organization' pp. 388-392

Paul Iles

Steward leadership: a maturational perspective pp. 393-395

John Lawler

Beyond goals: effective strategies for coaching and mentoring pp. 395-399

Mary Holmes

Research methods for human resource management pp. 399-402

Cheryl Brook and Cherry Hood

Erratum pp. 403-404

Kiran Trehan

Volume 11, issue 2, 2014

Editorial pp. 125-130

Kiran Trehan

Action learning: how learning transfers from entrepreneurs to small firms pp. 131-166

Karen Jones, Sally Sambrook, Luke Pittaway, Andrew Henley and Heather Norbury

Leading change as a professional: working across boundaries pp. 167-178

Pauline Joyce and Paula Kinnarney

Leaders behaving badly: using power to generate undiscussables in action learning sets pp. 179-197

Paul Jeffrey Donovan

Building actionable knowledge for individuals and organisations pp. 198-200

Kath Aspinwall, Cheryl Brook and Sue Smith

Using participatory action research to address absenteeism pp. 201-214

Elizabeth W. Ferrell, Cara N. Nance, Amanda L. Torres and Selina M. Torres

Solving wicked problems through action learning pp. 215-224

Liselore Crul

'I have no English friends': some observations on the practice of action learning with international business students pp. 225-232

Cheryl Brook and Christopher Milner

The importance of content and context pp. 233-234

Judith Breen, Mike Pedler and John Edmonstone

Action learning for change: a practical guide for managers pp. 235-236

John Edmonstone

Action learning in social work pp. 237-238

Anne Llewellyn

The dark side of transformational leadership: a critical perspective pp. 238-240

Michael Walton

Organization development: a practitioner's guide for OD and HR pp. 241-243

Jane Keep

Goal-focused coaching: theory and practice pp. 243-245

David Megginson

Learning in the workplace: a toolkit for facilitating learning and assessment in health and social care settings pp. 246-248

Elaine Clark

A very short, fairly interesting and reasonably cheap book about management research pp. 249-252

Orna O'Brien

ABC of action learning pp. 252-259

Yury Boshyk

Volume 11, issue 1, 2014

What places are there in organisations for action learning? pp. 1-3

Kiran Trehan

Exploring criticality in management education through action learning pp. 4-24

Judith Breen

On the nature of problems in action learning pp. 25-41

John Edmonstone

Exploring the development of competence in Lean management through action learning groups: a study of the introduction of Lean to a facilities management function pp. 42-61

Paul Wyton and Robin Payne

Accounts of Practice -- action learning in differing contexts pp. 62-63

Cheryl Brook and Kath Aspinwall

Action learning: developing leaders and supporting change in a healthcare context pp. 64-71

Louise Doyle

Action learning for professionals: a new approach to practice pp. 72-80

Christine Abbott and Cathy Mayes

Using learning sets to support UK delivery of off-shore learning in Africa pp. 81-87

Michelle Blackburn

Reflections on working with virtual action learning pp. 88-97

Mike Pedler, Bernhard Hauser and Ghislaine Caulat

Connecting our worlds: the theory practice continuum pp. 98-100

Mike Pedler and Aileen Lawless

Facilitating action learning: a practitioner's guide pp. 101-103

Brian Milsom

Action research for business, nonprofit and public administration: a tool for complex times pp. 103-104

David Coghlan

Action research for business, nonprofit and public administration: a tool for complex times pp. 104-106

Kevin Quinn

Action research in education pp. 106-109

Anna Foster

Group dynamics for teams pp. 109-111

Sue Williams

Strategic leadership in the public services pp. 111-113

Mike Rowe

Ethics for managers: philosophical foundations and business realities pp. 113-118

Ian Lovegrove

Real social science: applied phronesis pp. 118-119

David Coghlan

Unlearning or how not to be governed pp. 120-123

Mike Pedler