The role of the NHS in the development of revans' action learning: Correspondence and contradiction in action learning development and practice

Action Learning: Research and Practice

Volumn 7, Issue 2, 2010, Pages 181-192

  Brook, Cheryl ^a  

^a UNIVERSITY OF PORTSMOUTH   (United Kingdom)

Author keywords

Action learning; Correspondence principle; Critical action learning; NHS

Indexed keywords

EID: 79953009661     PISSN: 14767333     EISSN: 14767341     Source Type: Journal    
DOI: 10.1080/14767333.2010.488329     Document Type: Article

References (39)

1. Billington, B., B.S. Dickinson, B. Durkin, E. Grattage, M.A. Jones, B.J. McCallum, L. Millward, S.A. Baquer, J.V. Padden, D.F. Sutton, and D. Williams. 1977. Action learning in hospitals for the mentally handicapped. Unpublished report by the staff of the Whittington Hall Unit for the Mentally Handicapped in conjunction with Action Learning Projects International.
2. Bowles, S., and H. Gintis. 1976. Schooling in capitalist America: Educational reform and the contradictions of economic life. London: Routledge and Kegan Paul.
3. Burgoyne, J.G. 2002. The nature of action learning: What is learned about in action learning - New Directions in Action Learning Seminar Series. Salford, UK: Revans Centre for Action Learning and Research.
4. Burgoyne, J.G., M. Pedler, and C. Brook. 2004. What has action learning learned to become Workshop/ paper presented at British Academy of Management Conference, August-September, St Andrews University.
5. Coghill, N.F., and J.S. Stewart. 1998. The NHS myth, monster or service: Action learning in hospital. Salford, UK: Revans Centre for Action Learning and Research.
6. Danaher, G., T. Schirato, and J. Webb. 2000. Understanding Foucault. London: Sage.
7. Foucault, M. 1991. Discipline and punish: The birth of the prison, Trans. A Sheridan. London: Penguin Books.
8. Fox, S. 1989. The panopticon: From Bentham's obsession to the revolution in management learning. Human Relations 42, no. 8: 717-39.
9. Horne, M., and D. Steadman Jones. 2001. Leadership: The challenge for all? London: Institute of Management and Demos.
10. Hospital Internal Communications Project: Report of West Middlesex Hospital, Isleworth, Unpublished report, July 1965-February 1968 in Revans Archive, University of Salford, UK.
11. Klein, R. 1995. The new politics of the NHS. 3rd ed. London: Longman.
12. Learmonth, A., and M. Pedler. 2004. Auto action learning: A tool for policy change? Building capacity across the developing regional system to improve health in the North East of England. Health Policy 68, no. 2: 169-81.
13. Lukes, S. 1974. Power: A radical view. London: Macmillan.
14. Mabey, C.L., and A.W. Thomson. 2000. Management development in the UK: A provider and participant perspective. International Journal of Training and Development 4, no. 4: 272-86.
15. Macey, D. 2000. The Penguin dictionary of critical theory. London, UK: Penguin Books.
16. McLaughlin, H., and R. Thorpe. 1993. Action learning - a paradigm in emergence: The problems facing a challenge to traditional management education and development. British Journal of Management 4: 19-27.
17. Menzies-Lyth, I. 1959, 1988. Containing anxiety: Selected essays. Vol 1. London: Free Association Books.
18. Moore, R. 1988. The correspondence principle and the Marxist sociology of education. In Bowles and Gintis revisited: Correspondence and contradiction in educational theory. ed. M. Cole, 51-85. London: Falmer.
19. Pedler, M., J. Burgoyne, and C. Brook. 2005. What has action learning learned to become? Action Learning: Research and Practice 2: no. 1: 49-68.
20. Pettigrew, A., E. Ferlie, and L. McKee. 1992. Shaping strategic change in large organisations: The case of the National Health Service. London: Sage.
21. Ramirez, R. 1983. Action learning: A strategic approach for organisations facing turbulent conditions. Human Relations 36, no. 8: 725-42.
22. Report of West Middlesex Hospital. 1965-8. In Revans Archive. UK: University of Salford.
23. Revans, R.W. 1972. Hospitals: Communication, choice and change: the hospital internal communications project seen from within. ed. R.W. Revans. London: Tavistock.
24. Revans, R.W. 1975a. Helping each other to help the helpless: An essay in self-organisation, Part 1. Kybernetes 4: 149-55.
25. Revans, R.W. 1975b. Helping each other to help the helpless: An essay in self-organisation, Part II. Kybernetes 4: 205-11.
26. Revans, R.W. 1976. Action learning in hospitals: Diagnosis and therapy. London: McGraw-Hill.
27. Revans, R.W. 1982. The origins and growth of action learning. Bromley, UK: Chartwell-Bratt.
28. Revans, R.W. 1995. Disclosing doubts. Action Learning First International Congress Extended Paper, Unpublished.
29. Revans, R. 1998. ABC of Action Learning. Lemos & Crane.
30. Reynolds, M., and R. Vince, eds. 2007. The handbook of experiential learning and management education. Oxford, UK: Oxford University Press.
31. Rigg, C., and S. Richards. 2006. Action learning, leadership and organisational development in public services. Oxon: Routledge.
32. Rigg, C., and K. Trehan. 2004. Reflections on working with critical action learning. Action Learning: Research and Practice 12: 149-65.
33. Rigg, C., J. Stewart, and K. Trehan, eds. 2007. Critical human resource development: Beyond orthodoxy. Harlow, UK: Pearson Education, FT Prentice Hall.
34. Smart, B. 1985. Michel Foucault. London: Routledge.
35. Taylor, R. 2000. Britain's world of work: Myths and realities. ESRC. http://www.erscsocietytoday.ac.uk/ ESRCinfocentre
36. Trehan, K., and M. Pedler. Forthcoming. Critical action learning: Putting an edge on leadership and management development. In The Gower handbook of leadership and management development, ed. R. Thorpe, J. Gold and A. Mumford.
37. Trehan, K., and C. Rigg. 2007. Working with experiential learning: A critical perspective in practice. In The handbook of experiential and management education, ed. M. Reynolds and R. Vince, 400-16. Oxford: Oxford University Press.
38. Williams, S., and J. Burgoyne. 2003. The vessel or the fire: How managers learn through knowledge, action and social practice. Unpublished manuscript.
39. Willmott, H. 1997. Critical management learning. In Management learning: Integrating perspectives in theory and practice, ed. J. Burgoyne and M. Reynolds, 161-76. London: Sage.