Action Learning for Managers by Mike Pedler

By Mike Pedler

Motion studying for Managers is a transparent, concise and easy advisor to this well-established method of challenge fixing and studying in teams that allows switch in members, groups, enterprises and platforms. via motion studying humans improve themselves and construct the relationships which are the foremost to bettering operations and bringing approximately strategies. With questionnaires, checklists, examples and functional recommendation, this little publication contains every thing you must start. motion studying is largely an easy thought yet person who calls for notion, dedication and care to place into perform.

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Extra resources for Action Learning for Managers

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Everyone should be listened to  We agree to offer each other support and challenge but avoid judgements  It is safe here to admit needs, weaknesses and mistakes  Punctuality – we should start and finish on time Some other ground rules I’ve seen are:  Meetings rotate around each person’s workplace  Each meeting starts with bids for time  At each session, part of the time is given to members sharing their special knowledge  Two’s and three’s meeting separately outside the set is OK  Sub-groups meeting separately outside the set is NOT OK  The facilitator should have some time in the set for his/her issues 39 4 4 action learning for managers  Achievements will be celebrated in an appropriate way  Members should keep a log book of progress on their problem  Set meetings can be at members’ homes Having got the set off to a good start, what about the issues or problems that people bring?

Good questions. 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.

However, there could be deeper issues underlying this apparently simplicity. Roy’s problem was different. When he joined his present department he had been promised that he would be able to develop an area of work of great personal and professional interest; tenant participation in decisions about housing management and maintenance. However, since starting the job he had got precisely nowhere and was beginning to feel 43 5 5 action learning for managers that his boss was not so much not interested in the work as actively opposed.

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