Learning to Trust and Trusting to Learn

Abstract

There is insufficient trust between top British managers and those they manage, trust which is essential to the mode of learning implied in the concepts of organizational learning and the learning organization. Requisite levels of trust will not be created and nurtured without institutional change, at national and organizational level, and a new form of politics which allows `rank-and-file' members of organizations to ensure that their own experience is given voice and taken into account. It is proposed that radical theatre, founded on notions of trust and learning, has the potential for introducing such a conception of politics into organizational life.

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