By Yury Boshyk
[ motion studying: historical past and Evolution via ( writer ) Mar-2010 Hardcover
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Extra info for [ Action Learning: History and Evolution By ( Author ) Mar-2010 Hardcover
J. (1999) Action Learning in Action: Transforming Problems and People for World-Class Organizational Learning (Palo Alto: Davies-Black). Mumford, A. (1998) “Appendix 2: A Review of the Literature”, in M. ), Action Learning in Practice (London: Gower), pp. 373–92. Mumford, A. ”, Presentation Seminar at the EFMD Annual Conference: The Special MiL Event, 8–10 June, Klippan, Sweden. O’Neil, J. and Marsick, V. (2007) Understanding Action Learning (New York: American Management Association). Raelin, J.
Each director worked part time on a major problem in some other department ... ” Revans reports that the collective effort of all five directors, each working with an unfamiliar problem, led to a reduction of factory costs by 30 percent, enabled the main flow line to be reduced by two thirds its previous length, and preserved a thousand jobs that had been under notice only twelve months before. Quadrant (d) Unfamiliar problem in an unfamiliar setting: The example used here is the Belgian experiment, discussed earlier.
Revans understood issues of “buy in” and worked to have a “circle of welcome” in the client organization to deal with the transition from problem diagnosis to solution implementation. He also had a clear design for who should be on the implementation team when formed. Revans wanted three types of people represented – those who care (want the solution arrived at to work), those who can (have the power to make things happen), and those who know (have the expertise). On the “Health Service” (which is actually the Hospital Internal Communications (HIC) Project that involved exchange of medical professionals among the 10 major hospitals in the 1960s), Mumford mislabels it, in referring to a familiar setting.