Animating critical action learning: process-based leadership and management development

Increasing attention is focusing on the value of critical approaches to enhancing leadership and management development processes. This paper examines how a critical action learning perspectives can be harnessed to produce valuable learning and development through critically reflective practise. Critical action learning approaches not only explore underlying power and control issues, but actively engage in an examination of political and cultural processes affecting leadership development. The aims of this paper are to explore approaches to critical action learning, to elucidate its principal features, to highlight how it can be applied in leadership and management development contexts and, finally, to illuminate some of the complexities and challenges of working with critical action learning in practice.     

Understanding emancipatory forms of educational leadership through schooling justice work: an action research study into second chance schooling development

Concerned about the phenomena of early school leaving in our region, we are two teachers who initiated and developed a new school from the ‘ground up’ to re-engage young people disenfranchised with schooling back into formalised learning. Using critical action research methodology over a three and a half year developmental period, this endeavour involved us in exercising particular dimensions of leadership to engineer a sustainable second chance school. Twelve years after its development, the school continues with enrolments of over 100 senior secondary students in recent years. The schooling justice work we pursued during the developmental period drew us into ‘emancipatory’ leadership work that called us to be; (1) teacher activists embracing social entrepreneurial strategies imbued with (2) relational sensibilities, and (3) architects of socially just school design informed by (4) critical praxis within a university led professional learning community. The ‘second chance school’ has re-engaged over 1000 students back into formalised learning since its inception and has offered pathways into post-school tertiary study, apprenticeships and training for the majority of these students.     

Integration of the practice of mindfulness within action learning as an added component within a post graduate leadership programme: an account of practice

This account of practice provides a practical example of the use of mindfulness practice within action learning which was a component of a bespoke UK Business School post-graduate leadership development programme commissioned by an English NHS Mental Health Trust aimed at improving the leadership capacity of mid-level managers through work-based learning. The article discusses background and context of the programme followed by how application of mindfulness exercises was integrated within the action learning process to encourage participants to be ‘in the moment’ as an added component of their leadership development. The aim of the paper is to share examples of practice applied within action learning. Finally, the paper asserts that the application of mindfulness exercises helped to enhance the action learning process by creating a calm, focused space for individual and collective reflections, enhancing the quality of engagement and enabling action learning members to take a more pragmatic approach to addressing the work issues raised within the action learning sets.     

Evaluation of an action learning programme for leadership development of SME leaders in the UK

This paper presents the findings from an evaluation research project undertaken by Henley Management College in 2006. This project followed an earlier research study that focused on identifying the leadership development needs for leaders of small and medium sized-enterprises (SMEs) in the UK, developed a leadership development model and made recommendations for a leadership development programme. The principle challenges facing the SME organisations overwhelmingly concerned leading change in their organisation. Their personal challenges concerned implementing change initiatives, communicating these and motivating the people in their organisation. In consideration of the challenges identified, one of the key recommendations was to pilot an action learning programme and evaluate the effectiveness of action learning to develop leadership skills in SME leaders. Henley Management College then conducted a research project to evaluate the pilot programme. This pilot consisted of three learning sets, run in three geographical areas in the UK and facilitated using three very different styles. Following the pilot programme, there were several wider reviews by academics, advisors and representatives of relevant government boards. This has since resulted in a significant programme of action learning for SME leadership development being implemented. This paper provides an overview of the relevant literature and research methodology and then presents the evaluation results from the pilot programme. The dominant theme was that action learning does indeed deliver significant business benefits and provides a real opportunity for SME leaders to develop their leadership skills.     

Deriving an affinity for collective leadership: below the surface of action learning

Is there a viable pedagogical method to prepare people, as they engage together in their practice, for the assumption of collective leadership? In this article the author makes the case that such a method is already available via action learning but for its adoption as a collective leadership development approach. The author’s agenda is twofold: he initially seeks to explain how action learning transforms participants towards an affinity for collective leadership, and not only at the individual level of experience, but at the team and organizational levels as well. Secondly, to understand the reasoning behind the properties of action learning, he interrogates why action learning can be a propitious method to acclimate to the world of collective leadership, especially due to its practice orientation. The article closes with some applications to collective leadership along with some final cautionary remarks.     

Leadership development,wicked problems and action learning: provocations to a debate

The paper examines whether, if leadership is defined by the willingness to tackle wicked issues, and if action learning is employed for leadership development purposes, do the action learning participants on leadership development programmes address such wicked issues? It adopts a version of dialogical sense-making to consider this and describes an attempted literature review which led to a series of questions on academic motivations, puzzles and problems, when exactly a problem is wicked, the possible difference between private and public problems, leader development and leaderful practice. It failed to identify such evidence and it is postulated that this is due to the individual-focused nature of leader development.     

Why are we using action learning and in what contexts?

The purpose of this study was to examine the contexts in which action learning has been used and provide implications for the design of action learning programmes. We performed a content analysis of 127 articles (case studies and case reports included) published in Action Learning: Research and Practice between 2004 and 2012. In this study, we address the following research questions: (a) In what contexts has action learning been used? (b) What are the distinctive features of cases identified? (c) What are the implications for the design of action learning programmes? The results showed that the UK and European countries have most frequently used action learning, and the most dominant purposes for action learning were leadership development, organization development, and professional development. We also elaborated on design considerations and implications for action learning research and practice.     

The role of the blended action learning facilitator: an enabler of learning and a trusted inquisitor

This paper reports on a research study that involved the use of blended action learning to support leadership development within the New Zealand education sector. An important contributor to the success of this technology-enabled approach to professional learning was the role taken by the blended action learning facilitator. Two complementary aspects of this role were: enabling learning, the main focus of which was encouraging participation in online interactions; and acting as a trusted inquisitor, a process involving both supporting and challenging participants in their leadership learning. This study found that the balance between these two roles varied over the course of the blended action learning groups and this led to the identification of five distinct stages of blended action learning facilitation.     

Action learning: developing leaders and supporting change in a healthcare context

This account of practice outlines how action learning was used as the key component of a leadership development initiative for managers in an acute hospital setting. It explains how the initiative was conceived, why action learning was chosen and how action learning principles were incorporated. Insights into the outcomes and considerations for the future are also included.     

Educating Human Resource Development Leaders At The University Of Texas At Austin: The Use Of Action Learning To Facilitate University-Workplace Collaboration

Human resource development professionals are increasingly being called on to move beyond their technical roles and to bring their knowledge of the human dimension of organizations to leadership roles. Taking into account the challenges of a rapidly changing world, I redefine leadership and then describe how the university and program participants' workplaces collaborate to help learners develop the necessary leadership skills. The difficulties and rewards of implementing an action learning program as a part of a graduate degree are explored. Some of the difficulties addressed include differences between the cultures of universities and the workplace, an incompatibility between action learning and the kind of learning traditional to universities, and the challenges to the habitual behavioral, emotional, and thought processes of both faculty and students. Some of the rewards include the solution of difficult problems in work organizations, advancement of learners' careers, and the development of more effective learning strategies by both faculty and students.     

自主生成、高效和谐:学力发展与评价的价值追求与教学行动——“初中学生的学力发展与评价”研究结题报告

学力分为广义和狭义两种。对学生而言,学力是学生在教师引导下,通过自主学习、自主建构、自我超越、自我发展而形成的认知、能力、态度、情感等的实际水平和行为表现。它包括基础性学力和发展性学力、创造性学力三个方面,初中阶段的主要任务是通过发展性课堂培养学生的学力,这种课堂表现以"自主自为、合作生成、开放包容、高效和谐"为价值取向,在"自学·议论·引导教学法"的基础上融入"定向和设问"、"探究与反馈"、"点拨与整合"等三个环节。学力评价体系由"形成性评价"、"终结性评价"、"表现性评价"三部分组成,其评价工具、评价主体要多元化,并且更加注重学生的发展过程。     

自主生成、高效和谐：学力发展与评价的价值追求与教学行动——“初中学生的学力发展与评价”研究结题报告

学力分为广义和狭义两种。对学生而言,学力是学生在教师引导下,通过自主学习、自主建构、自我超越、自我发展而形成的认知、能力、态度、情感等的实际水平和行为表现。它包括基础性学力和发展性学力、创造性学力三个方面,初中阶段的主要任务是通过发展性课堂培养学生的学力,这种课堂表现以“自主自为、合作生成、开放包容、高效和谐”为价值取向,在“自学·议论·引导教学法”的基础上融入“定向和设问”、“探究与反馈”、“点拨与整合”等三个环节。学力评价体系由“形成性评价”、“终结性评价”、“表现性评价”三部分组成,其评价工具、评价主体要多元化,并且更加注重学生的发展过程。     

What can be learned from action learning coaching? Learnings of novice action learners and their coach

Action learning coaching (ALC), a form of action learning that integrates leadership coaching, is suggested as a method and ethos to build future capacity, specifically in novice HRD practitioners. The purpose of this article is to offer an account of learning from the perspectives of novice action learners, who were new to the field of human resource development (HRD) and to the concept of ALC, as well as their similarly noviced coach. Data from budding practitioners and their coach, participants in an action learning action research (ALAR) study, are analyzed to show how they used action and generative learning through ambiguity to apply learning to their new roles. Action learning coaching elevated participants’ skills, self-concept, efficaciousness, professionalism, commitment to action, and capacity for learning and growth. Participants changed themselves, their practice, and ultimately the way they approached human resource development as novices.     

Exploring the challenges in scaling up the delivery of action learning facilitator training within a global organisation

Action learning is often used as an element of leadership development programmes. The intention is to support classroom learning with an experiential thread which runs throughout the life of the programme. Action Learning Associates (ALA) has been working with an international organisation for three years to deliver the global ‘First Line Manager Programme’ (FLMP). The action learning facilitator training (ALFT) programme is designed to enable participants to run action learning sets in their operational companies across the world. Originally created in English – the official business language – the ALFT is now also delivered in French. The focus of the paper is to explore learning, challenges and opportunities created by scaling up the delivery of ALFT to a global target audience of approximately 700 people. To date ALA has trained over 165 internal action learning facilitators from different countries, languages, cultures and professional backgrounds. The value to the participants of being skilled to run their own action learning sets, within the context of the FLMP, is explored along with the opportunities for organisational development and learning.     

对我国高等学校发展规划工作的思考

我国高校发展规划部门在良性发展中面临着许多亟待解决的瓶颈问题,如部门职责定位不清、缺乏必要的组织支持等。高校发展规划部门应从职能清晰定位、借鉴国外经验、提高自身素质、加强领导等方面推进发展规划工作的顺利开展。     

Relevant and timely learning for busy leaders

Lord Leitch was commissioned by the Chancellor in 2004 with a remit to ‘identify the UK's optimal skills mix in 2020 to maximise economic growth, productivity and social justice and to consider the policy implications of achieving the level of change required.’ In the 2006 Budget, the Chancellor asked Lord Leitch to consider how to better integrate employment and skills services at a local level. In his final report ‘Prosperity for all in the global economy – world class skills’ Leitch states the need to further improve management and leadership skills in the UK recommending that the UK should aim to be a world leader on skills by 2020. One of the key ways to maximize economic growth is through leadership of small and medium enterprise. In response to this Leitch report and in conjunction with the Sector Skills Councils, an action learning opportunity was made available for leaders in the retail and leisure sectors in Merseyside. Alongside the government also highlighted a need for skill development in ‘inspirational’ leadership in particular. To make learning and development ‘relevant and timely’ for busy leaders, action learning is often a preferred option. This paper looks at three particular aspects of using action learning with leaders in the retail and leisure sectors. Firstly, how commitment to engage with the process was created and fostered, in light of work pressures and long working hours. Secondly, the factors that encouraged each member to feel, and act upon, a sense of responsibility for each others' learning and development, rather than just their own, and, thirdly, a frank look at some of the difficulties which arose which could have threatened the effectiveness of the learning.     

Virtual action learning: a pilot in building leadership capacity

This account of practice encompasses a pilot virtual action learning programme with a small group of learners. This was an 18-month extension to the one-week Leadership Open Programme that the participants had previously completed at the Business School. It includes insights from an evaluation study completed in early 2016. It considers in particular the following issues: the structuring of a virtual event; the significance of maintaining continuity of learning; the need for commonality of reference points about leadership in order to enhance it; the selection of problems by participants; whether leadership development itself is a ‘wicked problem’ and the role and skills required of the tutor to add value to the learning experience. Amongst other benefits, the participants found the chance to build relationships broke down the loneliness of leadership and greatly enhanced their learning. These issues will be explored further in a review planned for early 2017.     

Systemic action and learning in public services

Complex, systemic issues continue to challenge public services without respect for organisational and professional boundaries. In practice, collaborative working with others who have differing professional cultural norms and systems confront members with the need to learn about each other's values, priorities and practices. This paper explores the potential of action learning for the development of systemic leadership capabilities within public services. Starting from core principles it is argued that action learning be seen not simply as a small group process for problem-solving or individual development, but as a collective process for inquiring into and taking action on projects and practices within their complex, multi-agent contexts.     

Concentric collaboration: a model of leadership development for healthcare organizations

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces ‘concentric collaboration’ at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as foster collective leadership. Central to the model is the growth and development of the individual leader which extends outward to create connections with others, ultimately increasing the social capital necessary to effect organizational change. This work contributes to the leadership development literature by offering a comprehensive model that includes the process of individual growth as well as collective capacity, organizational factors that support or inhibit this process as well as implications for practice.     

Entwicklung von Organisationen als organisationspädagogische Gestaltungsaufgabe

This contribution investigates the developmental side of organizational learning. It starts out from the hypothesis that those conditions of successful learning and development competency, which can be externally influenced, are indeed independent of specific organizations and can be identified empirically. On the basis of the current results of an empirical investigation in the area of adult education, we will present a detailed profile of the requirements of a learning further education organization consisting of the dimensions organizational leadership, strategy, structure and culture, core competencies and treatment of knowledge and organizational environment. This profile was generated through a three-stepped research process combining theoretical, empirical and developmental approaches.