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Action Learning and the Learning Organization: Building Learning Capacity in Individuals, Groups and Organizations

In: Action Learning and its Applications

Author

Listed:
  • Judy O’Neil
  • Karen E. Watkins
  • Victoria J. Marsick

Abstract

Moving to healthy, open organizations has been a fundamental aim of organization development (OD) since Kurt Lewin’s (1951) early work contrasting authoritarian and democratic groups. Later, Rensis Likert’s System 4 framework (1967) offered a set of dimensions or organizational capacities that enable the organization to learn from its environment, people and markets. Recent focus on creating learning organizations led to the evolution of a number of interventions that help organizations embed these critical capacities. Perhaps no other intervention has the potential of action learning to build capacities at the individual, group and organizational levels.

Suggested Citation

  • Judy O’Neil & Karen E. Watkins & Victoria J. Marsick, 2010. "Action Learning and the Learning Organization: Building Learning Capacity in Individuals, Groups and Organizations," Palgrave Macmillan Books, in: Robert L. Dilworth & Yury Boshyk (ed.), Action Learning and its Applications, chapter 10, pages 154-165, Palgrave Macmillan.
  • Handle: RePEc:pal:palchp:978-0-230-25074-1_10
    DOI: 10.1057/9780230250741_10
    as

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