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Action Learning for Managers by Mike Pedler

By Mike Pedler

Motion studying for Managers is a transparent, concise and simple advisor to this well-established method of challenge fixing and studying in teams that allows swap in participants, groups, agencies and platforms. via motion studying humans enhance themselves and construct the relationships which are the major to bettering operations and bringing approximately thoughts. With questionnaires, checklists, examples and functional suggestion, this little e-book contains every little thing you want to start. motion studying is largely an easy proposal yet one who calls for notion, dedication and care to place into perform.

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It is often harder than this to define problems tightly enough so as to arrive at clear, measurable outcomes or success criteria. NB: this is no reason not to try. Sometimes it is easier to develop a picture or vision of how things could be different. People may be able to draw a picture or tell a story of what things would be like if they were different and better around here in this respect. Where measurable outcomes are just not possible, we can sometimes draw or describe changed attitudes, better relationships or shared understanding.

Carol, which of these questions do you want to pursue? Which are most interesting to you? Carol: They are all good questions, but the ones I hadn’t really thought about are what I want for myself and Max’s about whose side am I on ... what do you mean by whose side am I on? The set then continues with Carol back in charge of her time ... 36 How does an action learning set work? 4 This is just one glimpse of a set at work. Sets come with many differences depending on the individuals in them and the organisational cultures to which they belong.

This is true of all “problems” worthy of the name. Whoever tackles a problem must have a sense of personal ownership of it – she or he must want to do something about it – otherwise there will be no action and learning. But an action learning problem is more than just personal; it affects other people in other places who will have views about it and their own personal stakes in it. Action (including thinking, exploring, rehearsing and actually doing) has two aspects: inside me and outside on the problem in the organisation; learning is similarly both about the outside problem and about me: ME and ...

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