Article1984

Action Learning: A Holographic Metaphor for Guiding Social Change

241 citations0/0 files storedHuman Relations

No readable copy stored yet — this record is metadata only.

Appreciative Inquiry and Organizational Change Organizational Learning and Leadership Chaos, Complexity, and Education

Abstract

This paper develops the concept of action learning in terms of holographic principles. It offers an approach to inquiry, learning, and organizational design in terms of minimum critical conditions which seek to enhance capacities for individual and collective self-organization.

Citations in this library

Stored only when both papers are in the corpus — 241 citations exist upstream.

References

1997Organizational Learning: A Theory of Action Perspective 1969The social psychology of organizing 2014Reflective Practitioner 1956An introduction to cybernetics 1973Steps to an Ecology of Mind 1910How We Think 1983Sociological Paradigms and Organizational Analysis.1967The phenomenology of the social world

Cited by

1999Teacher Empowerment and the Capacity for Organizational Learning 2000Total quality management and the learning organization: a dialogue for change in construction 1998Strategic Learning: The Continuous Side of Discontinuous Strategic Change 2000Discourse and the study of organization: Toward a structurational perspective 2011Conditioning factors of an organizational learning culture 1988STRATEGIC PROBLEM FORMULATION: BIASES AND ASSUMPTIONS EMBEDDED IN ALTERNATIVE DECISION‐MAKING MODELS 2006Strategy Process: Forming, Implementing and Changing Strategies 2006The Role of Scenario Planning in Exploring the Environment in View of the Limitations of PEST and Its Derivatives

Imported from OpenAlex (CC0) — nothing here is generated.