Top‐down or outside‐in change methodologies are increasingly seen to be ineffective. Systems thinking suggests that change in organizations is a much less straightforward and more subtle phenomenon than previous models allow. Since the late 1970s and as organic metaphors have become used...

This article consists of four parts. The first part describes some of the forces in management and society in general which are supporting the move towards self‐developmental approaches to education and training. The second part suggests that managerial competencies and skills generally come...

This research identifies factors which affect the unionisation of white collar workers and provides an analytical model for the use of practitioners in employee relations. The article is based on a study carried out at Sheffield City Polytechnic from 1974–1977. The research took a company or...

Action Learning for Managers is a clear, concise and straightforward guide to this well-established approach to problem solving and learning in groups that enables change in individuals, teams, organisations and systems. Through action learning people develop themselves and build the...

Purpose It has recently been suggested that the learning organisation (LO) is dead (Pedler, 2013). The authors make the case here that it is still alive. This paper provides a brief history of LO and organisational learning, follows this with some survey findings, a discussion and an exploration...