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Extra info for Action Learning Worldwide: Experiences of Leadership and Organizational Development
Marsick (eds), Action Learning: Successful Strategies for Individual, Team, and Organizational Development. Advances in Developing Human Resources series, 2, pp. 56–74. Sponsored by the Academy of Human Resource Development, Berrett-Koehler Publishers. , O’Neil, J. and Marsick, V. J. (1999a) ‘Action Learning: Theoretical Bases and Varieties of Practice’, in L. Yorks, J. O’Neil and V. J. Marsick (eds), Action Learning: Successful Strategies for Individual, Team, and Organizational Development. Advances in Developing Human Resources series 2, pp.
As set members become conscious of what their underlying motives or fears are, and feel 16 Action Learning: The Classic Approach able to express and explore them, so they are also better able to understand colleagues back at work, with their unconscious motives and feelings. Working mostly with senior managers and running intercompany programmes, she sees the bringing together of people from different roles in different walks of life as the main value of intercompany sets. This means that participants will be focusing on each others’ ‘unfamiliar’ problems in ‘unfamiliar’ settings.
After the CEO saw the results of their work he began to promote the use of cross-functional teams throughout the company. , 1996). Grace Cocoa A second programme, headed up by Lars Cederholm and Ernie Turner of LIM, was with Grace Cocoa. At the time of the programme Grace Cocoa was 79 per cent owned by W. R. Grace and Co. and was the world’s largest manufacturer of industrial chocolate, selling to food companies worldwide. Having been built through a series of acquisitions of prestigious companies, beginning with W.