Abstract: Jeffrey K. Liker, 2004 New York, McGraw-Hill £16.99, 330 pp. ISBN 0-0713-9231-9 The author of this book, Jeffrey K. Liker, is Professor of Industrial and Operational Engineering at the University o...

Abstract: Systems thinking underpins ‘lean’ management and is best understood through action-learning as the ideas are counter-intuitive. The Toyota Production System is just that—a system; the failure to appreciate that starting-place and the advocacy of ‘tools’ leads many to fail to grasp what is, without doubt, a significant opportunity for learning and improvement. Two case studies illustrate the application of the ideas behind the Toyota System for service organisations. In each case managers had to ‘un-learn’ in order to learn how to take the opportunity provided by a systems approach to the design and management of work.

Abstract: John Seddon, 2003 Vanguard Consulting Ltd £20.00, 300 pp. ISBN 0-9546-1830-0 On the cover a broken chain. Handcuffs make the first Os in the words command and control. Fonts are big and bold. Black...

Abstract: This article is about what action learning is in the twenty-first century. In 1983 Reg Revans explained how action learning differed from seven phenomena with which it had been confused. This article explores how action learning differs from seven further phenomena with which it is currently confused. The article details similarities and differences between action learning and self-directed teams, coaching, focus groups, action research, seminars, problem-based learning and experiential learning.

Abstract: A recent trend in public policy in many countries is the requirement for ‘joined up thinking’ and ‘joined up working’, including partnership within and between agencies, and between agencies and their publics. This in turn has led to a growth of interest in action learning as a means to bring about the organizational and individual development required for implementing such policies. Action learning, with its emphasis on solving new problems, implementing solutions and learning-to-learn seems to fit the zeitgeist. However, the notion of ‘action’ in action learning has presented a real difficulty in administering action learning sets in this context. Commencing from a philosophical point of view that emphasises the identity of action and learning, rather than their separation, we report here on three such public sector action learning projects and identify three fundamental features of the action which took place in and around them. Thus: action can occur either inside or outside the set; while it is alway...

Abstract: In this paper we propose that all knowledge is made through social processes and is political (of the people involved). If one invests in a relational or historical ontology (a philosophical choice) there are implications for the way action learning is practiced. We illuminate some of these ‘relational practices’. We purport that action learning cannot be viewed solely as the activities of individuals who get together as ‘comrades in adversity’ if organizational change is to be achieved.

Abstract: John Edmonstone; Hugh FlanaganOnline Publication Date: 01 September 2007To cite this Article: Edmonstone, John and Flanagan, Hugh (2007) 'A flexible friend:action learning in the context of a multi-agency organisation developmentprogramme', Action Learning: Research and Practice, 4:2, 199 - 209To link to this article: DOI: 10.1080/14767330701592920URL: http://dx.doi.org/10.1080/14767330701592920PLEASE SCROLL DOWN FOR ARTICLEFull terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdfThis article maybe used for research, teaching and private study purposes. Any substantial or systematic reproduction,re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expresslyforbidden.The publisher does not give any warranty express or implied or make any representation that the contents will becomplete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should beindependently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings,demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with orarising out of the use of this material.

Abstract: New product development and commercialization are essential to entrepreneurial growth and international competitiveness. Excellence in this area is strongly supported by individual and organizational learning efforts. By analyzing how Japanese car manufacturer Toyota organizes learning, this paper evaluates the potential of action learning to manage organizational change in the area of new product development (NPD). The indications of the study are that action learning represents an efficient strategy to manage continuous change necessary for the successful innovation of products and processes. Additionally, workers at Toyota involved in learning practices similar to action learning are personally committed to their jobs and satisfied with their careers. The findings also suggest that action learning offers a valuable toolkit approach to anticipate and rapidly react to external shocks and changed market conditions. Managers are able to revise and restructure work organization by reconciling grown bundles ...

Abstract: Can the development, both clinical and managerial, of practitioners involved in healthcare be enriched by connecting action learning principles and practice with research on ‘tempered radicals’? Might such connection also assist the efforts of patients and their advocates to create more holistic approaches to patient care? This paper explores these questions with reference to a UK Department of Health project to improve renal services. The prime focus is the experience of a set of set advisers who ‘held the ring’ on the project, supporting the work of the sets and attempting to make sense of the emerging learning.

Abstract: Customer orientation is strongly visible in the visions and strategies of most organizations, but how do these visions and strategies move from intentions to practice? This question provides the focus for this research which aims to acquire deeper insights into this process. The point of departure is the change in perspective from a product to a customer orientation in product and service developing organizations, with the focus of integrating knowledge from one to the other through action learning. The purpose is to understand the different factors that affect the transformation of perspectives both on an individual level and on a systems level. The main conclusion drawn is that the transformation of perspective toward customer orientation is dependent on individuals and their learning. The studies distinguish the organizations that do reflect and inquiry for change and new knowledge creation and thereby have stepped forward in the change of perspectives. The paper elaborates on the role the individual a...

Abstract: This study explored the use of action learning with first-year part-time occupational therapy students. The aims were: (1) to identify the issues raised by students relating to their needs on the course and any changes they made; (2) to explore the influence of action learning in facilitating change. It was also hoped that through action learning students could rehearse appropriate professional skills. Fifteen students in two action learning sets with a known tutor as facilitator met for 10 weekly one-hour sets. Action research was used with methods including a pre-questionnaire to capture initial thoughts of students; participant observation yielding field-notes; reflective diaries; students' written feedback and a final group interview. Inductive analysis was used to identify emerging themes. A range of personal, professional and academic issues were identified and some students reported changes across these domains. The use of new ways of learning and the use of peer support offered by action learning ...

Abstract: We dedicate this article to the late Professor John Morris, an appreciative inquirer into and true enabler of the writing of practice for each of us. What value is added for writer and reader by in...

Abstract: The article discusses various reports published within the issue, including one by John Seddon and Simon Caulkin on the connection between systems thinking and lean production and another by Matthew Hind and John Koenigsberger on action learning projects in a software company.

Abstract: This article examines the introduction and practice of action learning into a highly volatile, commercial environment. During nine years of action learning projects, the impact on individuals, the action learning sets into which they were formed, the organization and its structure and the organizational culture were evaluated. The article demonstrates the potential benefits of action learning over other process improvement initiatives provided the issues of cultural alignment (of a program with an organization) and management commitment are addressed.

Abstract: Imagine you are Thai and a member of a management team from a European company that acts in an Asian emerging market. Imagine you are a European expat with the assignment to double the turnover from that Asian company in a few years. Imagine you are a Change Maker and they ask you to facilitate the (multinational) management team of that Asian company to develop a market strategy and translate it into a business plan, and you have to deal with cultural differences. How do you manage a small-scale change process based on the principles of action learning in that specific multinational context? That's the essence of this account of practice.

Abstract: This article explores the role of action learning in a national programme of research and development. The aim of the programme was to improve provision for disabled learners in the learning and skills sector by supporting providers in implementing the requirements of the Disability Discrimination Act (2002). Practitioners worked on a wide range of issues, including provision for learners with specific disabilities and improving policies and procedures to make them more inclusive. Drawing on findings from the projects, involving more than 90 educational organizations across the learning and skills sector in England, the impact of the process at three different levels is shown: at practitioner level, through reflection on one's own practice to develop new ways of thinking and learning, at the level of the learner, through their involvement and resulting empowerment, and at the strategic level in bringing about change in organizational culture. Achieving change in practice, the article will show, requires a...

Abstract: The article describes an in-house executive development programme run by the authors in a leading banking group in the CEE region. The programme attempts to follow a systemic approach to learning and contains a mix of elements including action learning, classroom teaching, study, peer support and feedback and ‘learning visits’ to participants' workplaces. Lean service principles and techniques are taught within this context: participants are subsequently engaged in starting to apply these in their own business contexts. The learning cycle of Plan–Do–Review–Learn informs the programme throughout: the principle is ‘no learning without action, no action without learning’.

Abstract: Proposes that the objectives of strategic planning may be attained more effectively if implemented via a learning paradigm. In support of this claim, describes a case study detailing implementation of such an initiative plus post-implementation interviews.