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Essay / Research Paper Abstract
This is a 4 page paper that provides an overview of action learning. Secondary material is referenced to show how action learning can provide new perspective and highlight inequalities. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: KW60_KFbiz082.doc
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Unformatted sample text from the term paper:
one is going to perform effectively. Unfortunately, many leaders attempt to carry over traditionalist strategies from the past into the contemporary business paradigm, but because that paradigm has shifted to
include increasingly diverse populations, often at a high managerial level, these strategies are no longer effective, because they rely upon cultural assumptions that are simply unreliable in todays world. For
instance, many women and ethnic minorities in managerial positions face problems with aligning themselves with a company whose essential values stem from a predominately white, middle-class perspective. In order to
provide the most value as organizational leaders, they have to find a new way to align themselves with the organization that allows their own unique values and strengths to flourish.
When an organization is too rigid, however, it is difficult for this to happen; often the leaders themselves feel marginalized and are simply incapable of seeing an effective way forward.
Action research and action learning are excellent ways to break out of this stagnation and allow marginalized leaders to gain a new perspective upon situations that enables them to fulfill
their full leadership potential. In the animation observed in class, an organizational leader went to a learning set (a group of peers with some familiarity with the situation who
are nevertheless consequentially detached from it) with concerns about her inability to fit into the organizational culture in which she was expected to lead. This is a key example of
how action learning can be effective. Because the issues the leader was dealing with were so contextual in nature, it was virtually impossible for her to derive answers from existing
literature, or simply asking her superiors at the company. True understanding of the situation required flexibility and a dialectical approach. Action learning facilitated this when her learning set began to
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