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Integrating action learning in an organisational development process: facilitating members of an ‘expert culture’ in an industrial organisation in Germany

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  • Sabine Wegner-Kirchhoff

Abstract

This account of practice will focus the different strategic steps to implement action learning (AL) in an industrial context where managers as experts are used to solve problems and not to ask questions. It will look at the experience of an AL facilitator working with a set of young engineers from different working groups who want to improve the cooperation within and between the groups.

Suggested Citation

  • Sabine Wegner-Kirchhoff, 2013. "Integrating action learning in an organisational development process: facilitating members of an ‘expert culture’ in an industrial organisation in Germany," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 10(2), pages 160-167, July.
    • Handle: RePEc:taf:alresp:v:10:y:2013:i:2:p:160-167
    DOI: 10.1080/14767333.2013.799374
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    References listed on IDEAS

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    1. Keith Grint, 2008. "Leadership, Management and Command," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-59050-2.
    2. John Edmonstone, 2011. "Action learning and organisation development: overlapping fields of practice," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 8(2), pages 93-102, March.
    Full references (including those not matched with items on IDEAS)

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