This is a PDF format e-book of chapters 3-6, and 8, plus the pocket guides of the print version of Solving Real Problems in Real Time: Action Learning Guide: Understanding Action Learning. Chapters 4-5 have the instructions for using action learning with the decision support system (systems thinking, reflexive practice, and strategic practice). Part 1: Understanding Action Learning has chapters 1, 2, 7 and 8, of the print version of Solving Real Problems in Real Time: Action Learning Guide: Understanding Action Learning. See Table of Contents under the picture of the book. Part 2: Applying Action Learning has the chapters 4-6, and 8, plus the pocket guides of the print version of Solving Real Problems in Real Time: Action Learning Guide: Understanding Action Learning. You can purchase these parts separately, or as a package (see related products below).
Book Description: It is an understatement to say that organizations are experiencing more change than ever before. In fact, most of us are finally getting used to the idea that constant change is a part of living and working within organizations. What is less understood is how to work within the uncertainty, instability, confusion, and loss of control that accelerating change creates.
To deal with the conditions that change creates; we use all of the skills, knowledge, and experience that we have at our disposal. However, when we try to fix problems, we can make them worse than they were in the first place. Then, we ask ourselves questions to try to make sense of the resulting confusion: “What is going on? What are we doing wrong? Why can’t we make things better? Why do our fixes not work?” Common answers to these questions are even less helpful: “It’s their fault! We didn’t have enough time or resources to do it right! We didn’t get any help! We should have known what to do!”
The reason that we fail to solve these complex problems has little to do with being smart enough to deal with accelerating change. It has more to do with not being smart in a way that works when the degree of complexity is so high. Nothing that we have learned in the past has prepared us to deal with increasing complexity and the change that it creates. Unless we think and act differently, we will continue to struggle with problems we cannot seem to solve.
If we are to match the speed of change, or, perhaps, to slow it down and to change its direction, we need a completely different approach to dealing with complexity. Action learning- a way of thinking and acting that enables us to solve real problems in real time, and to create the resilience required to deal with complexity and change. is such an approach
Since publishing the first edition in 2003, MHA Institute has learned a tremendous amount from successes in applying action learning in many situations and organizations. This second edition includes this learning, as well as ways in which to apply this approach in life and work.
New sections in this Guide include sections on more information on Reg Revans, the father of action learning, on the action learning process itself, on doing action learning as a team on team issues, and on using action learning in daily life and work.