This paper depicts a prototypical learning program based on the author’s model of work‐based learning. The model is premised on the simple idea that learning can be acquired in the midst of practice. It deliberately merges theory with practice and acknowledges the intersection of explicit and tacit forms of knowing. There are eight learning modalities in the model of work‐based learning. The paper concentrates on three somewhat popular action strategies that are typically presented in isolation: action learning, action science, and communities of practice. The paper demonstrates how corporate educators and facilitators might distinguish between these approaches and yet offer them in a meaningful sequence based upon their preferences, skill, and comfort level as well as upon the needs of their managerial clients.
Journal of Workplace Learning – Emerald Publishing
Published: Dec 1, 1998
Keywords: Action learning; Theory and practice; Workplace learning
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