Articlegreen2012

The contradictions of impact: action learning and power in organizations

61 citations0/0 files storedAction Learning Research and Practice

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Organizational Learning and Leadership Innovative Education and Learning Practices Appreciative Inquiry and Organizational Change

Abstract

In this polemical essay, Professor Russ Vince argues that it is important to understand the contradictions that can be generated by action learning. This method is a powerful and effective approach to managers' learning that can underpin transformations of management practice. However, any method for learning, no matter how convinced we are of its efficacy, is tied to organizational power relations and their effects. It is likely that the radical potential of action learning sits side-by-side with the political purpose that the use of the approach might serve. Power relations create contradictions in how learning methods are felt, used, and understood. Engaging with the contradictions of action learning has the potential to improve its impact and effectiveness.

Citations in this library

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References

2013Action Learning in Practice 2004Reflections on working with critical action learning 2004Action learning and organizational learning: power, politics and emotion in organizations 2008‘Learning-in-action’ and ‘learning inaction’: advancing the theory and practice of critical action learning

Cited by

2014The gendered power relations of action learning: a critical analysis of women’s reflections on a leadership development programme

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