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Action learning and organizational learning: power, politics and emotion in organizations1

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  • Russ Vince

Abstract

The theme of this paper is a discussion of the relationship between action learning and organizational learning. The main argument is that action learning has been understood in terms of the impact that it can have within the organization, and that, in addition, it is important to ask—what is the impact of organization on action learning? The benefit of this shift of focus is that action learning can be seen as an organizing process as well as a learning process. Action learning is likely to be concerned with individuals' responsibilities to solve key organizational problems, but it is also possible to set this task firmly alongside an engagement with existing organizational dynamics and power relations mobilised by attempts at learning, and the influence they inevitably have on the outcomes of learning. To understand this shift it is necessary to examine the emotions and politics that create and are created through organizational dynamics. Short examples from both private and public sector organizations are used to illustrate the arguments. These arguments are related to developments in the theory of action learning through an additional component to the original action learning formula. ‘Organizing insight’ provides a link between action learning and organizational learning.

Suggested Citation

  • Russ Vince, 2004. "Action learning and organizational learning: power, politics and emotion in organizations1," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 1(1), pages 63-78, April.
  • Handle: RePEc:taf:alresp:v:1:y:2004:i:1:p:63-78
    DOI: 10.1080/1476733042000187628
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    References listed on IDEAS

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    1. Krystyna Weinstein, 2002. "Action Learning: The Classic Approach," Palgrave Macmillan Books, in: Yury Boshyk (ed.), Action Learning Worldwide, chapter 1, pages 3-18, Palgrave Macmillan.
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    Cited by:

    1. Russ Vince, 2012. "The contradictions of impact: action learning and power in organizations," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 9(3), pages 209-218, August.
    2. George Boak, 2016. "Enabling team learning in healthcare," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 13(2), pages 101-117, July.
    3. Pauline Joyce & Paula Kinnarney, 2014. "Leading change as a professional: working across boundaries," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(2), pages 167-178, July.
    4. Mary Holmes, 2010. "Team Challenge and action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 7(2), pages 221-227, April.
    5. Mike Pedler & Bernhard Hauser & Ghislaine Caulat, 2014. "Reflections on working with virtual action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(1), pages 88-97, March.
    6. The Editors, 2006. "Book reviews," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 3(01), pages 107-122.
    7. Ian Lovegrove, 2014. "Ethics for managers: philosophical foundations and business realities," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(1), pages 113-118, March.
    8. Aileen Corley & Ann Thorne, 2006. "Action learning: avoiding conflict or enabling action," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 3(01), pages 31-44.
    9. Ulrike Burger & Kiran Trehan, 2018. "Action learning in East Africa: new encounters or impossible challenges?," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 15(2), pages 126-138, May.

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