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Action Learning for Developing Leaders and Organ – Principles, Strategies, and Cases de Michael J. Marquardt

Action Learning for Developing Leaders and Organ – Principles, Strategies, and Cases

Autor Michael J. Marquardt, H. Skipton Leonard, Arthur M. Freedman, Claudia C. Hill, Robert B. Kaiser
en Limba Engleză Hardback – 14 mar 2009
This text demonstrates how Action Learning (AL) can quickly and effectively be introduced, implemented, and sustained in any type or size of organization using six key components. It features useful business case examples that illustrate the power of AL in successfully developing leaders.
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Specificații

ISBN-13: 9781433804359
ISBN-10: 1433804352
Pagini: 314
Dimensiuni: 189 x 261 x 23 mm
Greutate: 0.75 kg
Editura: Wiley

Notă biografică

Cuprins

Preface

Introduction

I. Foundations of Action Learning

  1. Leadership and Organizational Change in the 21st Century
  2. Fundamentals of Action Learning and How It Works
  3. The Interdisciplinary Foundations for Action Learning
  4. The Power of Action Learning to Develop Leaders and Learning Organizations
  5. Asking Questions to Promote Reflection and Learning Throughout the Action Learning Team's Life Cycle

II. Implementing Action Learning

  1. Developing and Changing Organizations Through Action Learning
  2. Embedding Action Learning in the Organization
  3. Integrating Action Learning Within Larger Developmental Programs
  4. Application of Action Learning Principles in Other Development Processes

III. Best Practices From the Present to the Future

  1. The Evidence for the Effectiveness of Action Learning
  2. Best Practices in Planning and Implementing Action Learning Programs
  3. Action Learning From the Future

References

Index

About the Authors

Descriere

Todays rapidly changing and globally competitive business environment mandates that 21st century leaders develop new models and innovative learning processes of organizational leadership. To meet these shifting needs, Action Learning (AL) has emerged as a key training and problem-solving tool for companies as diverse as Nokia, Samsung, Boeing, GE, Motorola, Marriott, General Motors, Deutsche Bank, and British Airways. These and hundreds of other companies around the world now employ AL for strategic planning to develop managers, identify competitive advantages, reduce operating costs, and create high-performing teams. What exactly is Action Learning? Simply described, it is a dynamic process that involves a small group of people solving real organizational problems, while focusing on how their learning can benefit individuals, groups, and the larger organization. The emphasis on learning is what makes this process strategic rather than tactical in equipping leaders to more effectively respond to change. This book demonstrates how Action Learning can quickly and effectively be introduced, implemented, and sustained in any type or size of organization using six key components: a diverse group of 4 to 8 members; an urgent task or problem; a question-driven communication process; implementation of action strategies; a commitment to learning; and an AL team coach. It features useful business case examples that illustrate the power of AL in successfully developing leaders, solving problems, building teams, and transforming organizations. Recent developments that include skilled coaching and question-based dialogue make it an even more powerful tool in leadership and organizational development.