Strategic Change Management at Merck Hong Kong: Building a High Performing Executive Team Using Action Reflection Learning™

Richard Pearson

Chapter 20 in Action Learning Worldwide, 2002, pp 282-292 from Palgrave Macmillan

Abstract: Abstract This article recounts my experience introducing Action Reflection Learning (ARL)TM to Merck Sharp & Dohme in Hong Kong (wholly owned by Merck & Co., Inc., headquartered in Whitehouse Station, New Jersey, in the United States). It illustrates, from both a personal and professional perspective, the power of ARL and how it assisted both me and my clients to gain new awareness and move out of our traditional comfort zones. What is particularly significant is that this was my first application of ARL methodology. I was receiving coaching and going through the same learning process as my clients, reflecting one of the core principles of ARL: ‘earning while learning’.

Keywords: Team Member; Team Leader; Coaching Session; Strategic Planning Process; Executive Team (search for similar items in EconPapers)
Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-2024-9_20

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DOI: 10.1057/9781403920249_20

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