Wilson VCareer Development International, (UK), 1999 Vol 4 No 1
Start page: 5. No of pages: 6
Reports a two-year action learning project, with clinicians and medical directors in a laboratory medical service within the UK National Health Service, recording the progress of the project and assessing its effects. Examines whether the action learning technique enabled the clinicians and medical directors to become more aware of the issues that needed to be sorted out before the management structure, particularly the management roles of the medical consultants, could be made more effective. Also looks at whether the clinicians, et al., were able to examine their own attitudes towards the issue and undertake actions that would improve the situation. Finds that this did happen but only to a limited extent – the technique was most effective when participants worked on specific actions, which were time-limited and formed part of their current workload. Considers the differences between action research and action learning, identifying some overlap between them. Argues that action research should not be seen as being the superior technique.
Subject(s): ACTION LEARNING, ACTION RESEARCH, MANAGEMENT DEVELOPMENT, EFFECTIVENESS, NATIONAL HEALTH SERVICE, UNITED KINGDOM
Style: Case study, Theoretical with application in practice
ISSN: 1362-0436. Reference: 28AC154
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm