Action learning in John Lewis  

Oleh:

Spencer, Chris

Jenis: Article from Journal - e-Journal
Dalam koleksi: Action Learning: Research and Practice vol. 02 no. 02 (Feb. 2005), page 189-195.
Fulltext: 97066__723838478.pdf (75.89KB)

Isi artikel

A small group of training professionals within the John Lewis Partnership set up an action learning group about 2 years ago. The main aim was to explore the technique for our own learning and development. The timing and lifespan of the group reflected the generally strategic and longterm nature of our projects. One of these was to introduce action learning to a group of operational managers in one of our department stores. Key benefits which arose for this group were: the opportunity to spend time thinking about one aspect of work in a focused way; the learning that arose both about the action learning experience as well as about our projects; the challenge provided by the group, which proved an incentive to move work along quickly; the bonds of trust and support established which have continued after the group ended it’s life. We have been able to learn from our own experience and that of the pilot operational managers group to help us expand both the use and the usefulness of action learning for the organization.

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