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When action learning doesn't ‘take’: reflections on the DALEK programme
15 references·1 citing·43 second hop
When action learning doesn't ‘take’: reflections on the DALEK programme (2010)When action learning doesn't ‘take’: refl…Sociological Paradigms and Organisational Analysis: Elements of the Sociology of Corporate Life (2021)Sociological Paradigms and Or…Action Learning for Managers (2017)Action Learning for ManagersAmerican Journal of Community Psychology (2016)American Journal of Community…Could do better? Knowledge, learning and performance improvement in public services (2009)Could do better? Knowledge, l…Action Learning for Managers (2009)Action Learning for ManagersReflections on a failed action learning intervention (2008)Reflections on a failed actio…‘Learning-in-action’ and ‘learning inaction’: advancing the theory and practice of critical action learning (2008)‘Learning-in-action’ and ‘lea…Instruction to Deliver: Fighting to Transform Britain's Public Services (2007)Instruction to Deliver: Fight…A flexible friend: action learning in the context of a multi-agency organisation development programme (2007)A flexible friend: action lea…Practice development and action learning (2005)Practice development and acti…Action learning and organizational learning: power, politics and emotion in organizations (2004)Action learning and organizat…Reflections on the Future of Organization Development (2003)Reflections on the Future of …Leading Change: A Guide to Whole Systems Working (2003)Leading Change: A Guide to Wh…Leadership development in health care: what do we know? (2002)Leadership development in hea…Internal consulting: perspectives on the process of planned change (1995)Internal consulting: perspect…Action learning and organisation development: overlapping fields of practice (2011)Action learning and organisat…Book Reviews: Kerlinger, Fred N. Foundations of Behavioral Research. (2nd ed.) New York: Holt, Rinehart and Winston, 1973. 741 + xx pp. $13.95 (1974)Review of Psychometric theory (2nd ed.). (1979)Transorganization Development for Network Building (2005)Revisioning Organization Development (2009)Organizational Diagnosis: An Evidence-based Approach (2012)The Content Analysis Guidebook (2017)The origins and growth of action learning (1982)At the Critical Moment: Conditions and Prospects for Critical Management Studies (2000)The Unconscious at Work (2003)Some debates and challenges in the literature on action learning: the state of the art since Revans (2012)Finding critical action learning through paradox: The role of action learning in the suppression and stimulation of critical reflection (2018)Both/and thinking: embracing creative tensions to solve your toughest problems (2023)Emotion, learning and organizational change (2001)Power and emotion in organizational learning (2001)Action Learning Research: A Systematic Review and Conceptual Framework (2009)Developing emotional intelligence abilities through team‐based learning (2010)Organisational learning (2018)Strategies for Cultural Change (1994)Social distance and charisma: Theoretical notes and an exploratory study (1995)To distribute leadership or not? A lesson from the islands (2010)Developing leaders and leadership in health care: a case for rebalancing? (2011)Ways Women Lead (2011)The impact of leadership on workgroup climate and performance in a non‐profit organization (2012)Intervention theory and method : a behavioral science view. (1970)Organizational Transitions: Managing Complex Change (1977)Enabling organizational learning (1997)Models of Change Agency: a Fourfold Classification (2003)Organization Development and Change (2004)Management Consultancy and Organizational Uncertainty (2013)The Many Faces of Action Learning (1999)Optimizing the Action in Action Learning: Urgent Problems, Diversified Group Membership, and Commitment to Action (2010)Threshold concepts and modalities for teaching leadership practice (2011)Simulating Entrepreneurial Learning (2007)Toward an Epistemology of Practice (2007)Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases (1990)From the Editors: What Grounded Theory is Not (2006)Toward a political conception of corporate responsibility: Business and society seen from a habermasian perspective (2007)Resilience across Cultures (2006)Learner-Centered Teacher-Student Relationships Are Effective: A Meta-Analysis (2007)Photovoice: A Review of the Literature in Health and Public Health (2009)A Growing Demand for Monitoring and Evaluation in Africa (2013)A rising tide meets a perfect storm: new accountabilities in teaching and teacher education in Ireland (2013)QuantCrit: education, policy, ‘Big Data’ and principles for a critical race theory of statistics (2017)
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References

  • 2021Sociological Paradigms and Organisational Analysis: Elements of the Sociology of Corporate Life2,213 cited
  • 2016American Journal of Community Psychology1,453 cited
  • 2017Action Learning for Managers152 cited
  • 2004Action learning and organizational learning: power, politics and emotion in organizations140 cited
  • 2008‘Learning-in-action’ and ‘learning inaction’: advancing the theory and practice of critical action learning138 cited
  • 2007Instruction to Deliver: Fighting to Transform Britain's Public Services117 cited
  • 2002Leadership development in health care: what do we know?90 cited
  • 2003Reflections on the Future of Organization Development70 cited
  • 1995Internal consulting: perspectives on the process of planned change48 cited
  • 2009Action Learning for Managers44 cited
  • 2003Leading Change: A Guide to Whole Systems Working39 cited
  • 2008Reflections on a failed action learning intervention25 cited
  • 2007A flexible friend: action learning in the context of a multi-agency organisation development programme22 cited
  • 2005Practice development and action learning18 cited
  • 2009Could do better? Knowledge, learning and performance improvement in public services

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  • 2011Action learning and organisation development: overlapping fields of practice13 cited