Bogomtale fra forlaget.
Russ Vince examines learning as both a
social and a strategic process, invariably linked to emotions and politics that
are mobilized by attempts at learning and organizing. He makes a substantial
contribution to theories of organizational learning and develops new ideas about
critical reflection and collective leadership.
The author outlines a critical
perspective on HRD, arguing that staff responsible for learning and change in
organizations have put too much effort into the development of individuals and
not enough into understanding and engaging with organizational dynamics that
limit and shape individuals' opportunities and abilities to learn and change.
HRD is explained as an intervention within a political system and practice of
management and leadership, with all the difficulties and contradictions that
attempting to manage and to lead are likely to contain and reveal. This means
that the focus of HRD is on action, on developing the capacity to act, on
generating credibility through action, and on influencing and working with
others in situations loaded with emotion and politics.
1. An Introduction
2. Strategic Learning and
3. Power, Emotion and Organizational Learning
4. Emotion and Strategic
5. Being Taken Over
6. The Politics of Imagined Stability
8. Redefining Leadership
9. The Point of
Routledge Studies in Human Resource