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The contradictions of impact : action learning and power in organizations


Reference:

Vince, R., 2012. The contradictions of impact : action learning and power in organizations. Action Learning: Research and Practice, 9 (3), pp. 209-218.

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    Official URL:

    http://dx.doi.org/10.1080/14767333.2012.722356

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    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.

    Details

    Item Type Articles
    CreatorsVince, R.
    DOI10.1080/14767333.2012.722356
    Related URLs
    URLURL Type
    http://www.scopus.com/inward/record.url?eid=2-s2.0-84868276771&partnerID=8YFLogxKUNSPECIFIED
    DepartmentsSchool of Management
    Publisher StatementVince_Action_Learning_2012_9_3_209.pdf: This is an Author's Accepted Manuscript of an article published in Vince, R. (2012). The contradictions of impact: Action learning and power in organizations. Action Learning: Research and Practice, 9(3), 209-218, copyright Taylor & Francis, available online at http://www.tandfonline.com/doi/abs/10.1080/14767333.2012.722356
    RefereedYes
    StatusPublished
    ID Code32510

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