Article information:To cite this document: Ron Passfield, (2002),"Creating innovation and synergy through a parallel action learning structure", The Learning Organization, Vol. 9 Iss 4 pp. 150 -158 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
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AbstractThis paper explains the underlying dynamics of the University of Queensland action learning program (1991)(1992)(1993)(1994)(1995)(1996)(1997)(1998)(1999) through discussion of the parallel action learning structure (PALS) model. The author developed the PALS model as an outcome of his action research PhD study of the program, which was a development program for senior academic and administrative staff based on the principles of action learning and action research. This program achieved outstanding success and became a best practice model for other universities throughout Australia and elsewhere in the world. The PALS model described in this paper links the program design elements with personal and organisational outcomes and shows how these contribute to synergy and ongoing organisational energy and innovation. It also serves as a model for designing action learning interventions in other environments.
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Synthesizes the ideas of the “transformational change” and “learning
organization” literature. The concept of the action learning organization
is presented as a bridge between learning and transformation as it
involves collaborative questioning by organizational members of their
own actions. Discusses the characteristics of an action learning
organization in terms of its bias for reflection‐in‐action, formation of
learning alliances, development of external networks, multiple reward
systems, creation of meaningful information, individual empowerment,
leadership and vision. The knowledge‐generating organization is the one
which is most likely to be able to survive both equilibrium and chaos.
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