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ePub Action Learning in Action download

by Michael J. Marquardt

ePub Action Learning in Action download
Author:
Michael J. Marquardt
ISBN13:
978-8179921074
ISBN:
8179921077
Language:
Publisher:
Jaico Publishing House (May 30, 2005)
Category:
Subcategory:
Processes & Infrastructure
ePub file:
1615 kb
Fb2 file:
1335 kb
Other formats:
txt azw docx lit
Rating:
4.4
Votes:
627

Action Learning in Action book.

Action Learning in Action book. Used by companies as diverse as Exxon, General Electric, Arthur. In a unique blend of global examples and the personal voices of front-line managers, Marquardt provides field-tested tools to solve problems, develop individuals, and create o Used by companies as diverse as Exxon, General Electric, Arthur Andersen, and British Airways, action learning is a proven problem-solving strategy for individual, team, and organization development.

Summary of Action Learning in Action. Michael J. Marquardt. The book is well organized, but if you already know about team building, leadership development and learning organizations, you’ll be walking on familiar ground

Summary of Action Learning in Action. Davies-Black, 1999 ISBN: 9780891061243 Pages: 259. Looking for the book? We have the summary! Get the key insights in just 10 minutes. The book is well organized, but if you already know about team building, leadership development and learning organizations, you’ll be walking on familiar ground. That’s why getAbstract recommends this book either to those who are so immersed in group learning that they find new nuance in everything in the field, or to those who are fresh to the subject, who will benefit particularly from the helpful charts, lists and illustrations.

Поиск книг BookFi BookSee - Download books for free. Optimizing the Power of Action Learning: Real-Time Strategies for Developing Leaders, Building Teams, and Transforming Organizations. 1 Mb. Global Teams: How Top Multinationals Span Boundaries and Cultures with High-Speed Teamwork.

Michael J. No single individual, or organization for that matter, has a monopoly on problem solving. Marquardt clearly explains how his methodology works withi examples of the action learning process in action. History proves that the best decisions flow from diverse opinions. The natural progression of the decision making model is the real-time development of those decisions by the cross-functional teams serving on the frontlines of the organization. Whether the problems are, big or small, action learning helps harness the collective brain power of your team to work through it and move the organization forward.

Michael Marquardt Michael has written 25 books and more than 100 articles on topics such a. .

During the past 40 years, Michael Marquardt has worked in nearly 80 countries and has trained more than 100,000 leaders and HRD professionals. He is a professor of human and organizational learning, as well as director of the Global Teams and Organizations Certificate Program at George Washington University. Michael has written 25 books and more than 100 articles on topics such as, globalization, global teams, cross-cultural learning, and global leadership.

Michael Marquardt, defines action learning "is both a process and a powerful program that involves a small group of people solving real . com User, March 25, 1999.

Michael Marquardt, defines action learning "is both a process and a powerful program that involves a small group of people solving real problems while at the same time focusing on what they are learning and how their learning can benefit each group member and the organization as a whole. This book is a spectacular example of the finest kind of educational writing.

Action learning for developing leaders and organizations: Principles, strategies, and cases. Marquardt, M. J. (2004). Optimizing the power of action learning: Solving problems and building leaders in real time. American Psychological Association. Mountain View, CA: Nicholas Brealey America. & Horvath, L. (2001). Mountain View, CA: Davies-Black Pub. & Berger, N. O. (2000) Global leaders for the twenty-first century.

  • Michael Marquardt, defines action learning "is both a process and a powerful program that involves a small group of people solving real problems while at the same time focusing on what they are learning and how their learning can benefit each group member and the organization as a whole." The benefits of action learning include shared learning through all levels and areas of an organization, greater self-awareness and self-confidence for all involved because of their new insights and feedback interaction, improvement of their ability to ask better questions and to be more reflective, and improved communication and collaboration enterprise-wide.

    How do task forces and quality circles differ from action learning groups? First, [they] tend to focus on the specific problem of task to be addressed rather than on identifying the organization wide, environmental, systemic elements in which the problem resides, and which also be affected if lasting change is to take place...Second, [task forces and quality circles] generally do not have the power or the expectation of taking action...Third [they] are charged with addressing a problem or improving a product or procedure; any learning that occurs is incidental." Marquardt suggests that action learning programs are built around six interactive components: a problem, the group, the questioning and reflection process, the commitment to taking action, the commitment to learning, and the facilitator. It is important to add, a "commitment to action" includes both identifying a given problem's causes and correcting it, and, then ensuring that the problem does occur again.

    I wholly agree with Marquardt that each problem offers a valuable learning opportunity and important lessons can be learned from it. To Marquardt, problem solving and learning are not only related but interdependent. Albert Einstein is credited with the observation that insanity is doing the same thing the same way and then expecting different results.

    As Marquardt explains in Chapter Thirteen, however, no all problems can be solved by action learning. For example, problems which are "unimportant, too simple, or too small...not real to the organization...beyond the authority or scope of responsibility of the given group...too large and complex...[and/or]offering little opportunity for learning or applying learning." Marquardt identifies ten of what he calls "pitfalls" in this chapter, any one of which can weaken action learning and make it less effective and less powerful. It is imperative to be fully aware of these perils before embarking on an action learning program.

    For which organizations will action learning be of greatest value? Marquardt wrote his book for those which seek to simultaneously accomplish five critically important functions: "solving complex and key problems, developing leaders, creating the foundations for a learning organization, building self-directed and high-performing teams, and enhancing personal development and learning." Ultimately, decision-makers must develop action learning programs which work best for them...and that will not be easy. Marquardt explains how to do that and thereby makes ultimate success somewhat easier to achieve.

  • "It is the challenge of this book", M. Marquardt writes, "to provide a comprehensive overview of the true principles and successful practices of action learning as it has emerged on a worldwide basis...For many organizations around the world, action learning has quietly become one of the most powerful action-oriented, problem-solving tools, as well as their key approach to individual, team, and organization development. Organizations as diverse as Exxon, General Electric, TRW, Motorola, Arthur Andersen, General Motors, the U.S. Army, Marriott, and British Airways now use action learning for solving problems, developing global executives, identifying strategic competitive advantages, reducing operating costs, creating performance management systems, and becoming learning organizations."
    In this context M. Marquardt :
    * explores the context and history of action learning, illustrating why action learning is so important in today's world of rapid change and chaos.
    * examines the six distinct interactive components (1.the problem, 2.the group, 3.questioning and reflective process, 4.the commitment to taking action, 5.the commitment to learning, 6.the facilitator.) that make action learning programs work effectively and thus be so valuable to organizations, teams, and individuals.
    * describes the types of action learning programs, the possible roles of participants, and the life cycle of an action learning group.
    * explores the five extraordinary, synchronous ways in which action learning can be applied :
    1. problem solving
    2. creating a learning organization
    3. team building
    4. leadership development
    5. personal and career growth
    * examines how action learning may need to be modified in work with multicultural or cross-cultural environments.
    * explores the various options and choices that enable an organization to tailor action learning and thus gain optimum benefits from it.
    * explores the key questions that an organization needs to ask relative to set advisors.
    * identifies ten of the most common pitfalls and makes suggestions for avoiding them.
    * examines group assessment of the action learning meetings as well as organizational evaluation of the overall action learning program.
    As argued by Reg Revans, father of action learning, "the wisdom inherent in action learning is even more important in dealing with the rapid changes in today's world. And action learning can be used anywhere in the world. It is my hope that this book can bring the wisdom of action learning to all cultures and all kinds of people."
    I highly recommend.

  • Action Learning in Action Action learning has been around since the 1930s, but it can be used to improve organizations today. Michael J. Marquardt shows how. Basically, four to eight people work together to solve a problem, reflect on what they learn as they proceed and then implement their solution. Marquardt offers a clear step-by-step process and a few case histories. His focus on the original methodology may be a little heavy, but he aims to distinguish action-learning groups from multi-problem-oriented teams and work groups. The book is well organized, but if you already know about team building, leadership development and learning organizations, you'll be walking on familiar ground. That's why we at getAbstract.com recommend this book either to those who are so immersed in group learning that they find new nuance in everything in the field, or to those who are fresh to the subject, who will benefit particularly from the helpful charts, lists and illustrations.

  • I suspect the author and/or his friends are responsible for the positive reviews. This book has very little content. As one other reviewer writes the methodology described is this: "Basically, four to eight [functionally diverse] people work together to solve a problem, reflect on what they learn as they proceed and then implement their solution." This not-at-all groundbreaking process is couched in 227 pages of empty filler material -- fairly standard jargon about today's global business environment and excruciating amounts of redundancy. The foremost goal of writing this book seems to have been to get a book published, not to say anything.