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When action learning doesn't ‘take’: reflections on the DALEK programme

When action learning doesn't ‘take’: reflections on the DALEK programme This article describes the use of ‘business-driven’ action learning in a healthcare setting. It reviews and reflects on an example where action learning does not ‘take’, identifying the likely causes of this. It also poses four questions – whether action learning is counter-cultural in some organisations; whether the Organisation Development function is really developmental; whether the nature of the contracting process for external help adversely influences action learning; and whether the external consultant should challenge the brief. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Action Learning: Research & Practice Taylor & Francis

When action learning doesn't ‘take’: reflections on the DALEK programme

Action Learning: Research & Practice , Volume 7 (1): 9 – Mar 1, 2010
9 pages

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References (27)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1476-7341
eISSN
1476-7333
DOI
10.1080/14767330903577034
Publisher site
See Article on Publisher Site

Abstract

This article describes the use of ‘business-driven’ action learning in a healthcare setting. It reviews and reflects on an example where action learning does not ‘take’, identifying the likely causes of this. It also poses four questions – whether action learning is counter-cultural in some organisations; whether the Organisation Development function is really developmental; whether the nature of the contracting process for external help adversely influences action learning; and whether the external consultant should challenge the brief.

Journal

Action Learning: Research & PracticeTaylor & Francis

Published: Mar 1, 2010

Keywords: business-driven action learning; health care; organisation culture; organisation development; contracting; external consultants

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