Tesco
Action Learning in Action
Book

Action Learning in Action

Transforming Problems and People for World-Class

Michael J. Marquardt
Davies-Black Publishing, 1999

Read or listen offline

自动生成的音频
  • 0.5×
  • 0.75×
  • 1×
  • 1.25×
  • 1.5×
  • 1.75×
1×
自动生成的音频

Editorial Rating

5

Qualities

  • Analytical
  • Well Structured
  • For Beginners

Recommendation

Action learning has been around since the 1930s, but it can be used to improve organizations today. Michael J. Marquardt shows how. Basically, four to eight people work together to solve a problem, reflect on what they learn as they proceed and then implement their solution. Marquardt offers a clear step-by-step process and a few case histories. His focus on the original methodology may be a little heavy, but he aims to distinguish action-learning groups from multi-problem-oriented teams and work groups. The book is well organized, but if you already know about team building, leadership development and learning organizations, you’ll be walking on familiar ground. That’s why getAbstract recommends this book either to those who are so immersed in group learning that they find new nuance in everything in the field, or to those who are fresh to the subject, who will benefit particularly from the helpful charts, lists and illustrations.

Summary

What Is Action Learning?

Action learning involves learning and acting simultaneously to improve processes or solve problems in your organization. Four to eight people solve "real problems while at the same time focusing on what they are learning." They are looking for ways their learning can benefit each member of the group and the whole organization. This involves asking new questions about existing knowledge and reflecting on the actions the group takes during and after its problem-solving sessions. This approach is primarily useful in problem solving, organizational learning, team building, leadership development and professional and career development.

The Six Components of Action Learning

An action-learning program is made up of six interdependent components:

  • A problem - The group focuses on an important problem that lies within the team’s responsibility to resolve and that provides an opportunity to learn. The group seeks information about the organizational, systemic factors causing the problem.
  • The group - The four-to eight-member learning group, sometimes called a set or team, has enough people to provide diversity, without being...

About the Author

Michael J. Marquardt , Ed.D., professor of human resource development at George Washington University, is president of Global Learning Associates. He has worked as a consultant for nearly 30 years, with clients such as Marriott, the Peace Corps, Arthur Andersen, Singapore Airlines and the governments of Indonesia and Jamaica. He is the author of numerous management and organizational development articles and books, including Building the Learning Organization.

Comment on this summary or 开始讨论