Creating innovation and synergy through a parallel action learning structure
By: PASSFIELD, Ron
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Material type: 
ArticlePublisher: West Yorkshire, England : MCB University Press, 2002Subject(s): Aprendizagem | Motivation | InnovationThe Learning Organization : an international journal 9, 3 and 4, p. 150-158Abstract: This paper explains the underlying dynamics of the University of Queensland action learning program (1991-1999) through discussion of the parallel action learning structure (PALS) model. The author developed the PALMS model as an outcome of his action research phD study of the program, which was a development program for senior academic and administrative staff based on the principles of action learning and action research. This program achieved outstanding and action research. This program achieved outstanding success and became a best practice model for other universities throughout Australia and elsewhere in the world. The PALS model described in this paper links the program design elements with personal and organisational outcomes and shows how these contribute to synergy and ongoing organisational energy and innovation. It also serves as a model for designing action learning interventions in other environments
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This paper explains the underlying dynamics of the University of Queensland action learning program (1991-1999) through discussion of the parallel action learning structure (PALS) model. The author developed the PALMS model as an outcome of his action research phD study of the program, which was a development program for senior academic and administrative staff based on the principles of action learning and action research. This program achieved outstanding and action research. This program achieved outstanding success and became a best practice model for other universities throughout Australia and elsewhere in the world. The PALS model described in this paper links the program design elements with personal and organisational outcomes and shows how these contribute to synergy and ongoing organisational energy and innovation. It also serves as a model for designing action learning interventions in other environments
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