Rogue learning on the company reservation-Reference-Cited by-同舟云学术

Rogue learning on the company reservation

Published:1996-05-01 Issue:2 Volume:3 Page:20-29
ISSN:0969-6474
Container-title:The Learning Organization
language:en
Short-container-title:

Author:

Reeves Tom

Abstract

Compares two companies’ use of action learning, one primarily for individual staff development, the other for staff development and business objectives. In the second, action learning’s questioning, problem‐solving ethos had pervaded corporate life. This innovative culture was substantially driven by top management, but this was not a free licence for staff to innovate, and learners’ initiatives were restrained within implicit boundaries. The research, covering all levels, was conducted by interviews and group discussions. Recommendations to amplify individual learning for corporate impact include: develop staff to bring about change; cultivate a receptive culture; allow time; tolerate some subversiveness; and prevent bounds to autonomy from inhibiting initiative.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Education

Reference10 articles.

1. 1Reeves, T., Managing Effectively: Developing Yourself through Experience, Butterworth Heinemann/Institute of Management, Oxford and Stoneham, MA, 1994.

2. 2Critten, P., Investing in People: Towards Corporate Capability, Butterworth Heinemann, Oxford and Stoneham, MA, 1993.

3. 3Burns, T. and Stalker, G., The Management of Innovation, Tavistock Press, London, 1963.

4. 4Senge, P.M., The Fifth Discipline: The Art and Practice of the Learning Organization, Century, London, 1990.

5. 5Banner D.K. and Gagné, T.E., Designing Effective Organizations: Traditional and Transformational Views, Sage, Newbury Park, CA, London, 1995.

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