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Creating innovation and synergy through a parallel action learning structure

Creating innovation and synergy through a parallel action learning structure This paper explains the underlying dynamics of the University of Queensland action learning program (1991-1999) through discussion of the parallel action learning structure (PALS) model. The author developed the PALS model as an outcome of his action research PhD study of the program, which was a development program for senior academic and administrative staff based on the principles of action learning and action research. This program achieved outstanding success and became a best practice model for other universities throughout Australia and elsewhere in the world. The PALS model described in this paper links the program design elements with personal and organisational outcomes and shows how these contribute to synergy and ongoing organisational energy and innovation. It also serves as a model for designing action learning interventions in other environments. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Creating innovation and synergy through a parallel action learning structure

Ron Passfield
The Learning Organization , Volume 9 (4): 9 – Oct 1, 2002
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References (15)

Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0969-6474
DOI
10.1108/9696470210428877
Publisher site
See Article on Publisher Site

Abstract

This paper explains the underlying dynamics of the University of Queensland action learning program (1991-1999) through discussion of the parallel action learning structure (PALS) model. The author developed the PALS model as an outcome of his action research PhD study of the program, which was a development program for senior academic and administrative staff based on the principles of action learning and action research. This program achieved outstanding success and became a best practice model for other universities throughout Australia and elsewhere in the world. The PALS model described in this paper links the program design elements with personal and organisational outcomes and shows how these contribute to synergy and ongoing organisational energy and innovation. It also serves as a model for designing action learning interventions in other environments.

Journal

The Learning Organization – Emerald Publishing

Published: Oct 1, 2002

Keywords: Motivation; Innovation

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