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Moving from opportunism to expediency when introducing action learning into an organisation

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  • Mike Bloodworth

Abstract

During my first year of practice as a new action learning facilitator undertaking an 'ILM Level 5 Certificate in Action Learning Facilitation', an innovative Individual Service Fund pilot was launched by 'Certitude', the organisation for which I work. The aim of this pilot was to enable people with learning disabilities and mental health needs in London to have more choice and control over their support. By recognising the opportunity that this pilot provided, I was able to design, introduce and facilitate an action learning intervention to develop the confidence of leaders and managers involved in implementing the pilot's project plan and in turn explore my own emerging practice. This paper focuses on my journey from an opportunistic to expedient action learning facilitator; responsible for introducing, planning and establishing a new model of learning and development in Certitude.

Suggested Citation

  • Mike Bloodworth, 2014. "Moving from opportunism to expediency when introducing action learning into an organisation," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(3), pages 352-360, November.
    • Handle: RePEc:taf:alresp:v:11:y:2014:i:3:p:352-360
    DOI: 10.1080/14767333.2014.950809
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    References listed on IDEAS

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    1. Verna J. Willis, 2004. "Inspecting cases against Revans' ‘gold standard’ of action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 1(1), pages 11-27, April.
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