Over the last two decades the importance of Self Managed Learning (SML) has become increasingly recognized. This book shows how it has revolutionized learning in organizations such as Ericsson, PPP Healthcare and Sainsbury’s, and how it has contributed to wider organizational change. The book consists of four Parts. Part I places SML against the backdrop of changing global trends and the organizational responses to them. It examines how these have led to the need for people to be more self managing and provides an overview of an SML programme. Part II shows SML programmes in action by presenting case studies from nine very different organizations which have used this approach. Part III looks at SML methods in more depth by concentrating on strategic learning contracts, learning groups and how SML can be supported. Finally, Part IV concludes and looks to the future. Rigorously researched, Self Managed Learning in Action demonstrates that this important approach can be used in a wide variety of contexts and cultures, in the private sector and in the public sector, and for a wide range of staff.
Table of Contents
Contents: Part I Setting the Scene: Background and introduction - Ian Cunningham and Graham Dawes; Self Managed Learning in organizations - Ben Bennett. Part II Putting It Into Practice: Self Managed Learning - cases of action - Ben Bennett; Senior manager development - the evaluation of a consortium programme - Ben Bennett; Developing the personnel function using Self Managed Learning - organizational change in a major retail company - Nigel Broome and Judith Evans; Responding to change in local government - Self Managed Learning in Arun District Council - Marcia Fellows; Organizational change through Self Managed Learning - the case of PPP healthcare - Rosie Serpis, Mark Aspinall and Rob Shorrick; Self Managed Learning and qualification programmes - Graham Dawes; Self Managed Learning - experiences from Finland - Tuula Lillia; Lifelong learning and Self Managed Learning in Ericsson - Robert Lines; Self Managed Learning and Continuing Professional Development - Ben Bennett. Part III Making Self Managed Learning Work: Strategic Learning Contracts - Graham Dawes; Learning groups - Ian Cunningham; Supporting Self Managed Learning - Ian Cunningham. Part IV Conclusions: Looking to the future - Ian Cunningham; References; Index.
Ian Cunningham is Chair of Strategic Developments International Limited and the Centre for Self Managed Learning Limited. He is also on the Adjunct Faculty of the Fielding Institute in California and a Visiting Professor at Middlesex University. Ben Bennett is a faculty member at the University of North London Business School. Both he and Graham Dawes are Directors of Strategic Developments International Limited and the Centre for Self Managed Learning Limited. Before joining Strategic Developments International Limited, Graham was a Director of two training and development organizations.
'a good guide to setting up a programme. It also gives plenty of evidence to help justify it to colleagues and help sell the concept to customers. And, being grounded in experience but supported by theory, it makes a very convincing case.' Progress, Summer 2000 ’I found the book easy to read and dip in and out of. Part II is particularly useful, as it allows the reader to follow SML through a number of different case studies and to draw parallels with their own organization. This is a well-researched and current text on the subject and one which many will find helpful as an authoritative text on SML.’ Industrial and Commercial Training