HANDBOOK OF ACTION LEARNING [electronic resource] : the go-to source for individual, organizational and social development.

Intro -- Half Title -- Title Page -- Copyright Page -- Contents -- Introduction -- References -- Acknowledgements -- Author -- Who Should Read this Book? -- Chapter 1. What is Action Learning? -- Ethos -- Method -- Work -- Action -- An Individual Set Member -- Issue -- Information -- The Action Learning Set -- Sponsor -- Champion -- Facilitator -- Process -- What It's Not -- A Discussion Group -- A Formal Meeting -- A Seminar -- A Simulation -- A Self-Development Group -- A Support Group -- A Blame Group -- Teambuilding -- A Taskforce or Project Team -- Group Therapy

Coaching, Mentoring and Counselling -- Professional Supervision -- Action Research -- Appreciative Inquiry -- The Originator -- What Are the Benefits of Action Learning? -- Where Is Action Learning Used? -- The Range of Applications -- References -- Chapter 2. Underlying Principles -- The Formulae -- Adult Learning -- Puzzles and Problems -- Puzzles/Tame Issues -- Problems/Wicked Issues -- Balancing Learning and Task Achievement -- Single- and Double-Loop Learning -- Single-Loop Learning -- Double-Loop Learning -- Triple-Loop Learning -- Inferring and Mindsets -- References

Chapter 3. Distinctions and Differences -- Mainstream or ""Classical"" Action Learning -- Speculative -- Emancipatory -- Performative -- Self-Managed Action Learning -- Virtual Action Learning -- Business-Driven Action Learning -- World Institute for Action Learning Approach -- Critical Action Learning -- Critically Reflective Action Learning -- Action Reflection Learning -- Co-Development Action Learning -- Auto Action Learning -- Project Action Learning -- Positive Action Learning -- Emancipatory Action Learning -- Network Action Learning -- Anticipatory Action Learning

Blended Action Learning -- References -- Chapter 4. Preparing for Action Learning -- Assessing the Climate and Culture -- Enablers -- Disablers -- Taster Events -- Commitment -- References -- Chapter 5. The Action Learning Set -- Membership -- Set Formation -- Self-Selection of Set Membership -- Alternative Set Groupings -- Questions Regarding Set Membership -- Location and Venue of Set Meetings -- Duration of Set Meetings -- Frequency of Set Meetings -- Ground Rules -- Time and Process -- Resistance to Learning -- Linking Learning and Work -- Coping Without a Teacher or Trainer

Learning from Colleagues -- Reflection -- Support and Challenge -- Appropriate Behaviour -- Leaving a Set -- What Happens in a Set -- Between Set Meetings -- Potential Pitfalls -- References -- Chapter 6. Choosing the Issue -- Tame Problems (Revans' ""Puzzles"") -- Wicked Problems (Revans' ""Problems"") -- Familiar and Unfamiliar Problems -- Problem-Solving Inputs -- References -- Chapter 7. The Key Skills -- Active Listening -- Questioning -- Giving and Getting Feedback -- Driver Patterns -- Non-Verbal Approaches -- References -- Chapter 8. The Energy Investment Model

Applied as a discrete activity focused on a priority need or on new or changed roles; as a linkage between more formal programs and the workplace or blended with other elements in a program, this book distils current and previous practice and theory to provide an up-to-date guide to action learning.