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| A conversation with Reg Revans | |
| Notes on contributors | |
| Introduction | |
| What is Action Learning?: Introduction to Part I | |
| Action Learning: Its origins and nature | |
| The power of Action Learning | |
| Managing as moral art | |
| The enterprise as a learning system | |
| Minding our Ps and Qs | |
| What do we mean by Action Learning? A story and three interpretations | |
| A biography of Action Learning | |
| Applications: Introduction to Part II | |
| Teamworking at Williams Grand Prix Engineering | |
| Industrial restructuring in the Czech Republic | |
| An in-company programme | |
| Action Learning at Digital Equipment | |
| Self-improvement in Chinese joint venture companies | |
| Action Learning in an academic context | |
| Doctors as managers | |
| Network learning in an Austrian hospital | |
| Questions of Practice: Introduction to Part III | |
| The components of Action Learning | |
| The role of the set adviser | |
| The shell of your understanding | |
| The learning process | |
| Set advising | |
| US human resource professionals and Action Learning | |
| Continuity in Action Learning | |
| Participating in Action Learning | |
| Evaluating Action Learning: Introduction to Part IV | |
| Participants' voices | |
| Action Learning for chief executives | |
| More than just a task force | |
| Life on the seesaw | |
| Evaluating Action Learning | |
| Getting started - An action manual | |
| A review of the literature | |
| Sources of further information | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
