Women Using Action Learning Action Research

These songlines’sing' into history the personal story of Action Learning and Research (ALAR) by an ALAR founder, Ortrun Zuber-Skerritt. Revealed through a collection of interviews conducted by scholars from six countries, these engaging, informative, intimate stories record her ALAR journey to document history and, more importantly, to help develop skills and innovation in workplace/community and lifelong learning for everyone, including the disadvantaged and poorest. Reviewers comments: This book is a must read for action researchers of all stripes and experience levels. Ortrun Zuber-Skerritt, a principal architect of ALAR who has pushed the boundaries of AR conceptually and methodologically, has now created a unique book built out of orchestrated interviews that provide us with much insight into who she is, why and how to learn from her, and invitation to collaborate in further developing our practice for the benefit of everyone. Davydd Greenwood, PhD, Goldwin Smith Professor of Anthropology, Cornell University, USA.

The Palgrave International Handbook of Action Research offers a vivid portrait of both theoretical perspectives and practical action research activity and related benefits around the globe, while attending to the cultural, political, social, historical and ecological contexts that localize, shape and characterize action research. Consisting of teachers, youth workers, counselors, nurses, community developers, artists, ecologists, farmers, settlement-dwellers, students, professors and intellectual-activists on every continent and at every edge of the globe, the movement sustained and inspired by this community was born of the efforts of intellectual-activists in the mid-twentieth century specifically: Orlando Fals Borda, Paulo Freire, Myles Horton, Kurt Lewin. Cross-national issues of networking, as well as the challenges, tensions, and issues associated with the transformative power of action research are explored from multiple perspectives providing unique contributions to our understanding of what it means to do action research and to be an action researcher. This handbook sets a global action research agenda and map for readers to consider as they embark on new projects.

This comprehensive guide covers all aspects of action learning, one of the most widely used development methods in health, social and community care. The book addresses the theory and practice of action learning in these fields, and considers action learning as an adult educational ethos as well as a helpful tool. Based upon emerging experience, it identifies good practice in action learning and offers a wide range of resources to enable individuals and organisations extract maximum benefit from this approach. Offering practical tips grounded in sound educational principles, this book is invaluable reading for all senior managers and professionals considering using action learning for leadership, management and organisation development purposes, including organisation development practitioners and action learning facilitators, and for medical and healthcare educators and their counterparts in social and community care looking for a general introduction to this growing field.

Presents and celebrates Action Learning and Action Research (ALAR) through stories, experiences, reflections and specific works of key proponents and participants in ALAR World Congresses. This title argues for the benefits of action research for sustainable development and problem solving in a turbulent world in the 21st century.

Action leadership is a creative, innovative, collaborative and self-developed way to lead. It eschews the hierarchical structure usually associated with leadership and is based instead on the democratic values of freedom, equality, inclusion and self-realization. It take responsibility for, not control over, people through networking and orchestrating human energy towards a holistic outcome that benefits the common interest. Action leaders are passionate people who abide by the motto that “Learning does not mean to fill a barrel but rather to ignite a flame” in others. And in this time of rapid economic, political, technological, social and ecological changes, action leadership and action leaders are precisely what’s needed to improve how people and organizations engage constructively to address the myriad complex issues challenging society at all levels. Action Leadership: Towards a Participatory Paradigm explains and illustrates how action leadership can be developed through participatory action learning and action research (PALAR). It addresses real-life issues by people who choose to work collaboratively towards shared goals while developing their learning, insights, knowledge, people skills and personal relationships through involvement in a PALAR project. The book provides a conceptual framework for action leadership and for the integrative, practical theory of PALAR; and examples of applications in higher education, management education for organization development, and community development. Readers are encouraged to adopt, adapt and further develop the evolving concepts of action leadership and PALAR in a participatory paradigm of learning, research and development.

This book is about action learning in the service of social action and social change. The contributors are all engaged in developing new approaches to the wicked problems found in the world today, including the climate emergency, the circular economy, food poverty and insecurity, homelessness, disadvantage, active citizenship, social entrepreneurialism, and the learning of young women abducted by Boko Haram. They reflect a great diversity of settings in South Africa, Australia, Canada, Nigeria, Mozambique, Hungary, Poland and the UK. At this time of global crisis rapid technological and social developments sit side by side with apparently impossible challenges needing urgent action. In the Global South, conflicts, terrorism and climatic changes have forced millions of people to abandon their homes and to migrate in search of food and safety. In the Global North, neo-liberal and market-based policies have pursued deregulation, privatisation and the shrinking of the state with consequent increases in homelessness, poverty and ill-health. Action learning was devised to help people work together in challenging situations to bring about changes from the bottom–up. The people in these stories and cases are not passively awaiting brighter futures but are acting together to create a better world for themselves. They are taking back control in local community regeneration schemes, local energy and housing projects, setting up co-working spaces and inventing new ways of doing business and learning new ways to inhabit the earth. They demonstrate a confidence in an action learning idea that is alive and evolving. The chapters in this book were first published in the journal Action Learning: Research and Practice.

This book provides a comprehensive conceptual framework, case studies, workshop processes and designs for academic development programs supported by two key concepts: Participatory Action Learning and Action Research (PALAR)—a conceptual integration of action learning and participatory action research—and action leadership.

Previous editions of Action Learning in Practice established this authoritative overview of action learning around the world. Over the last decade the move towards action-based organizational learning and development has accelerated, and action learning is now an established part of the education and development mainstream in large and small organizations. Fully revised and updated, this fourth edition covers the origins of action learning with Reg Revans' ideas, and looks at their development and application today. Action learning is self-directed learning through tackling business and work problems with the support of peers and colleagues. A professional and diverse workforce, attracted, influenced and developed in this way is more able to deal effectively with the growing complexity and pressures of working life. As the limits of conventional training and development become more obvious, leaders are increasingly attracted to action-based approaches to learning when seeking better outcomes and returns on investment.