Action Learning: Research and Practice, May 4, 2015
In this edition of the journal the following reviews include subjects such as Action Research, Re... more In this edition of the journal the following reviews include subjects such as Action Research, Researching Organisations, Work Applied Learning for Change, Leadership, Participative Transformation and Action Learning. A common objective from most of the books being reviewed includes shining a light on research and practice in the place of uncertainty. In the first review, Anne Graham Cagney reviews Coghlan and Brannick’s Doing Research in your own Organisation. The book is described as a ‘hybrid, combining theory with a practitioner’s reference, to provide a window into understanding the complexity, challenges and rewards of insider action research’. Mandy Chivers continues with this theme in her review of Jones’ Researching Organisations: The Practice of Organisational Fieldwork. It is a book that targets graduate-level researchers undertaking fieldwork in an organisational setting for the first time. Jim Stewart’s review of Abraham’s Work-Applied Learning for Change engages with the conceptual arguments for Work Applied Learning as a development of Work-Based Learning and for the fusion of Action Learning and Action Research. However, as noted in the book review, ‘the utility of the concepts and the models at the heart of the book is demonstrated more fully than their validity’. The next two reviews relate to leadership and change. Firstly, Phil Radcliffe reviews Dotlich, Cairo and Cowan’s The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems. A book that opens the space for leaders to realise that leadership is often about thinking and inquiry as much as it is about action and solutions. Cathy Sharp in her review of Klev and Levin’s Participative Transformation: Learning and Development in Practising Change highlights how the book emphasises both the transformation of organisations and methods of participative change. Finally, Brian Milsom explores Zuber-Skerritt and Teare’s Lifelong Action Learning for Community Development: Learning and Development for a Better World. The book documents and evaluates the contribution that lifelong action learning has made in addressing global inequality and community development in various settings around the world, specifically in the context of developing nations. Such a book provides us with new insights and an opportunity to understand more about the action learning world in different contexts. A purpose for many of
Action Learning: Research and Practice, Jan 2, 2015
In this edition of the journal, the following reviews include subjects such as Capitalism America... more In this edition of the journal, the following reviews include subjects such as Capitalism American Pragmatism, Occupy Management and Leadership. A common theme from all the reviews includes reflecting back on the past as we go forward in the future. In the first review, John Edmonstone reviews Thomas Piketty’s Capital in the Twenty First Century. The book concentrates on the ‘grand dynamics’ of economic and social change over the longer term and is as much about a work of history as it is of economics. Edmonstone in his review emphasises where the links with action learning might be from a critical perspective. Mike Pedler continues with this theme in his review of Kelemen and Rumens’s American Pragmatism and Organisation: Issues and Controversies. The book explores the ideas of American Pragmatism in relation to theory, context and application. Pedler commends such endeavours to illuminate the field but highlights the lack of a concerted development of new ideas whilst doing so. The next review by Nicholas Snowden is Kostera’s Occupy Management! Inspirations and Ideas for Self-organization and Self-management. The book engages in the debate to re-cast and re-invent management in a way that privileges social and humanistic goals over financial ones. As noted in the review, the book provides an enjoyable experience in thinking, in learning through reflection and in what might be done to improve our world. The next three reviews relate to leadership but each in a distinctive way. Firstly, Annie Yeadon-Lee reviews Marquardt’s Leading with Questions – How Leaders Find the Right Solutions by Knowing What to Ask. The book addresses the concepts of questions and our ability to both ask and avoid asking questions. A contextual and practical viewpoint is also included and is deemed useful to differing audiences as it addresses how the premise of the book relates to action learning. Mary Holmes reviews De Haan and Kasozi’s The Leadership Shadow: How to Recognise and Avoid Derailment, Hubris and Overdrive. She highlights how the book offers stimulating discussion and some practical models that could be introduced to encourage individuals to reflect on both process and behaviour. Holmes acknowledges the complexity of the topic but also how invaluable the book is to those developing leadership in their organisations. Finally, Neil O’Sullivan reviews Zehndorfer’s Leadership: A Critical Introduction. This is a book that takes you on a journey of leadership theories and practice. However, as noted by O’Sullivan, the book will get you to ‘the foothills of leadership’ but will require access to more
Action Learning: Research and Practice, May 4, 2014
The scholarly and pragmatic review of books has remained an important part of the journal. As we ... more The scholarly and pragmatic review of books has remained an important part of the journal. As we assume the editorship of book reviews for Action Learning: Research and Practice, we take this oppor...
This edition of the journal includes six book reviews of publications exploring the learning orga... more This edition of the journal includes six book reviews of publications exploring the learning organisation, coaching, entrepreneurship and leadership and sustainability. The first three reviews are of books about aspects of learning that are closely related to action learning, whilst the other reviews are of books that focus on issues with which those engaged in action learning may be concerned. The first review is John Edmonstone’s assessment of Stefan Kuhl’s The rainmaker effect: Contradictions of the learning organisation, in which the author describes how superstitious beliefs – such as the belief that an individual can act as a rainmaker act in relation to the concept of the learning organisation. Following an analysis of the apparent contradictions and limitations of the idea of the learning organisation, the book examines potential hidden benefits of belief in such an institution. Edmonstone finds the book provides an academic, sociological examination of the concept of the le...
British Journal of Healthcare Management, Aug 2, 2020
Facilitating effective leadership development is a challenge that the NHS has struggled with for ... more Facilitating effective leadership development is a challenge that the NHS has struggled with for decades. John Edmonstone outlines six key issues that must be resolved in order to establish strong and consistent clinical leadership.
Action Learning: Research and Practice, May 4, 2015
In this edition of the journal the following reviews include subjects such as Action Research, Re... more In this edition of the journal the following reviews include subjects such as Action Research, Researching Organisations, Work Applied Learning for Change, Leadership, Participative Transformation and Action Learning. A common objective from most of the books being reviewed includes shining a light on research and practice in the place of uncertainty. In the first review, Anne Graham Cagney reviews Coghlan and Brannick’s Doing Research in your own Organisation. The book is described as a ‘hybrid, combining theory with a practitioner’s reference, to provide a window into understanding the complexity, challenges and rewards of insider action research’. Mandy Chivers continues with this theme in her review of Jones’ Researching Organisations: The Practice of Organisational Fieldwork. It is a book that targets graduate-level researchers undertaking fieldwork in an organisational setting for the first time. Jim Stewart’s review of Abraham’s Work-Applied Learning for Change engages with the conceptual arguments for Work Applied Learning as a development of Work-Based Learning and for the fusion of Action Learning and Action Research. However, as noted in the book review, ‘the utility of the concepts and the models at the heart of the book is demonstrated more fully than their validity’. The next two reviews relate to leadership and change. Firstly, Phil Radcliffe reviews Dotlich, Cairo and Cowan’s The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems. A book that opens the space for leaders to realise that leadership is often about thinking and inquiry as much as it is about action and solutions. Cathy Sharp in her review of Klev and Levin’s Participative Transformation: Learning and Development in Practising Change highlights how the book emphasises both the transformation of organisations and methods of participative change. Finally, Brian Milsom explores Zuber-Skerritt and Teare’s Lifelong Action Learning for Community Development: Learning and Development for a Better World. The book documents and evaluates the contribution that lifelong action learning has made in addressing global inequality and community development in various settings around the world, specifically in the context of developing nations. Such a book provides us with new insights and an opportunity to understand more about the action learning world in different contexts. A purpose for many of
Action Learning: Research and Practice, Jan 2, 2015
In this edition of the journal, the following reviews include subjects such as Capitalism America... more In this edition of the journal, the following reviews include subjects such as Capitalism American Pragmatism, Occupy Management and Leadership. A common theme from all the reviews includes reflecting back on the past as we go forward in the future. In the first review, John Edmonstone reviews Thomas Piketty’s Capital in the Twenty First Century. The book concentrates on the ‘grand dynamics’ of economic and social change over the longer term and is as much about a work of history as it is of economics. Edmonstone in his review emphasises where the links with action learning might be from a critical perspective. Mike Pedler continues with this theme in his review of Kelemen and Rumens’s American Pragmatism and Organisation: Issues and Controversies. The book explores the ideas of American Pragmatism in relation to theory, context and application. Pedler commends such endeavours to illuminate the field but highlights the lack of a concerted development of new ideas whilst doing so. The next review by Nicholas Snowden is Kostera’s Occupy Management! Inspirations and Ideas for Self-organization and Self-management. The book engages in the debate to re-cast and re-invent management in a way that privileges social and humanistic goals over financial ones. As noted in the review, the book provides an enjoyable experience in thinking, in learning through reflection and in what might be done to improve our world. The next three reviews relate to leadership but each in a distinctive way. Firstly, Annie Yeadon-Lee reviews Marquardt’s Leading with Questions – How Leaders Find the Right Solutions by Knowing What to Ask. The book addresses the concepts of questions and our ability to both ask and avoid asking questions. A contextual and practical viewpoint is also included and is deemed useful to differing audiences as it addresses how the premise of the book relates to action learning. Mary Holmes reviews De Haan and Kasozi’s The Leadership Shadow: How to Recognise and Avoid Derailment, Hubris and Overdrive. She highlights how the book offers stimulating discussion and some practical models that could be introduced to encourage individuals to reflect on both process and behaviour. Holmes acknowledges the complexity of the topic but also how invaluable the book is to those developing leadership in their organisations. Finally, Neil O’Sullivan reviews Zehndorfer’s Leadership: A Critical Introduction. This is a book that takes you on a journey of leadership theories and practice. However, as noted by O’Sullivan, the book will get you to ‘the foothills of leadership’ but will require access to more
Action Learning: Research and Practice, May 4, 2014
The scholarly and pragmatic review of books has remained an important part of the journal. As we ... more The scholarly and pragmatic review of books has remained an important part of the journal. As we assume the editorship of book reviews for Action Learning: Research and Practice, we take this oppor...
This edition of the journal includes six book reviews of publications exploring the learning orga... more This edition of the journal includes six book reviews of publications exploring the learning organisation, coaching, entrepreneurship and leadership and sustainability. The first three reviews are of books about aspects of learning that are closely related to action learning, whilst the other reviews are of books that focus on issues with which those engaged in action learning may be concerned. The first review is John Edmonstone’s assessment of Stefan Kuhl’s The rainmaker effect: Contradictions of the learning organisation, in which the author describes how superstitious beliefs – such as the belief that an individual can act as a rainmaker act in relation to the concept of the learning organisation. Following an analysis of the apparent contradictions and limitations of the idea of the learning organisation, the book examines potential hidden benefits of belief in such an institution. Edmonstone finds the book provides an academic, sociological examination of the concept of the le...
British Journal of Healthcare Management, Aug 2, 2020
Facilitating effective leadership development is a challenge that the NHS has struggled with for ... more Facilitating effective leadership development is a challenge that the NHS has struggled with for decades. John Edmonstone outlines six key issues that must be resolved in order to establish strong and consistent clinical leadership.
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