Managing Learning

In the last decade there has been a discernible shift away from a preoccupation with the methods and technologies for delivering training in organizations, to an emphasis on those approaches and attitudes that encourage learning. The focus is now on learning through reframing problems, self-determined development, unfreezing barriers to learning, and understanding what it means to be a learning organization. It is not that 'learning' has been without its advocates, rather that the notion seems finally to have come of age. This collection of readings captures the depth and diversity of the learning literature over the past 10 years.

In the last decade there has been a discernible shift away from a preoccupation with the methods and technologies for delivering training in organizations, to an emphasis on those approaches and attitudes that encourage learning. The focus is now on learning through reframing problems, self-determined development, unfreezing barriers to learning, and understanding what it means to be a learning organization. It is not that ?learning? has been without its advocates, rather that the notion seems finally to have come of age. This collection of readings captures the depth and diversity of the learning literature over the past 10 years.

Christopher Mabey is head of the Center for Human Resource and Change Management at the Open Business School and is a Chartered Psychologist.

Paul Iles is Professor of Human Resource Development at Liverpool John Moores University