Action Learning: The need for Action and Reflection for managers and learners in a world of change

Authors

  • Jennifer Bowerman MacEwan University School of Business, Edmonton, AB Emerald Insight - Leadership in Health Services

DOI:

https://doi.org/10.15549/jeecar.v5i1.208

Keywords:

action learning, organizational change

Abstract

The paper explains what Action Learning is from an organizational change perspective.

Author Biography

Jennifer Bowerman, MacEwan University School of Business, Edmonton, AB Emerald Insight - Leadership in Health Services

Former Assistant Professor at MacEwan School of Business and currently a sessional lecurer in International Business

References

Bibliography

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Bowerman, J (2003), Leadership development through action learning: an executive monograph”, Leadership in Health Services, Vol. 16, Issue 4, pp. 6-14

Brown, B. (2017), Braving The Wilderness: The Quest for True Belonging and the Courage to Stand Alone, Random House, New York

Hale, R. and Bowerman, J. (2016) . Action Learning Questions: Making sense of organizational chaos, Journal of Eastern European and Central Asian Research, Vol.3 No. 2.

Taubes, G. (2016), The Case Against Sugar. Alfred A Knopf, New York.

Hale, R. (2014). “Fundamentals of action learning: Knowledge mapping”, Training Journal, September, p. 15-17

Harari, Y.N.(2014) Sapiens: A Brief History of Humankind, Signal, A Division of Random House of Canada Limited.

Mintzberg, Henry, (2004). Managers not MBAs: A Hard Look at the Soft Practice of Managing and Management Development, Berrett-Koehler Inc. San Francisco.

Mintzberg Twog, 2017, @ Mintzberg.Org

Revans, R. W. (1998), ABC of Action Learning. Empowering Managers to Act and Learn from Action. Lemos and Crane. UK.

Teicholz, N. (2014). The Big Fat Surprise. Simon & Schuster. US.

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Published

2018-05-01

How to Cite

Bowerman, J. (2018). Action Learning: The need for Action and Reflection for managers and learners in a world of change. Journal of Eastern European and Central Asian Research (JEECAR), 5(1), 7. https://doi.org/10.15549/jeecar.v5i1.208