E-Books →Action Learning for Developing Leaders and Organizations Principles, Strategies, and Cases

Today's rapidly changing and globally competitive business environment mandates that 21st century leaders develop new models and innovative learning processes of organizational leadership. To meet these shifting needs, Action Learning has emerged as a key training and problem-solving tool for companies as diverse as Nokia, Samsung, Boeing, GE, Motorola, Marriott, General Motors, Deutsche Bank, and British Airways. These and hundreds of other companies around the world now employ Action Learning for strategic planning to develop managers, identify competitive advantages, reduce operating costs, and create high-performing teams.
What exactly is Action Learning? Simply described, it is a dynamic process that involves a small group of people solving real organizational problems, while focusing on how their learning can benefit individuals, groups, and the larger organization. The emphasis on learning is what makes this process strategic rather than tactical in equipping leaders to more effectively respond to change.
This book demonstrates how Action Learning can quickly and effectively be introduced, implemented, and sustained in any type or size of organization using six key components:
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