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Additional resources for Action Learning Worldwide: Experiences of Leadership and Organisational Development
Also presented as ‘Diversity in Action Learning: Differing Theories, Varying Practices’, at the annual Global Forum on Business Driven Action Learning and Executive Development, 30 May to 2 June. Boeing Leadership Centre, St Louis, USA. Cell, E. (1984) Learning to Learn from Experience. Albany, NY: State University of New York Press. , Cederholm, L. and Yorks, L. (1996) ‘Learning Your Way to a Global Organization: Grace Cocoa’, in K. E. Watkins and V. J. Marsick (eds), In Action: Creating the Learning Organization, pp.
Three ARL™ programmes were conducted over a period of a little more than two years. Each had 20 participants drawn from upper management ranks and representative of the worldwide organization (Asia, Europe, Latin America and North America). Each programme consisted of four six-day meetings, spaced approximately five to six weeks apart, each meeting being held in a different part of the world where Grace Cocoa had an operation. This allowed for visits to the local Grace Cocoa facility and for the programme’s design to incorporate experiences in which participants had assignments requiring them to get involved with the local culture and reflect on this experience.
We suspect this orientation was culturally influenced by the strong emergence of participatory action research models in the Scandinavian countries during this period. Rohlin, Skarvad and Nilsson (1994) developed MiL’s learning principles and extended them to the concept of leadership in a learning society. In 1985 an old friend of Lars Cederholm who was working with MiL visited the United States and renewed his acquaintance with Lars and his colleagues. Subsequently, Lars and his partner Ernie Turner participated as faculty in the personal development week of an MiL programme, and were impressed by the extent to which personal development grew out of action leading to actual business development.