Learning is not merely the acquisition of new knowledge. It is a continuous process of keeping in touch with change that involves unlearning and relearning. Moreover, it is a continual, dynamic process requiring the learner to act, to experiment, to reflect upon his actions, analyze the reactions and, thus, be attuned to learning on the path of progress. Learning is vital for survival, growth, and development from individual, organizational, and the global perspectives. Genuine Action Learning (GAL) pertains to a method of learning and development involving ‘sets’ – groups of 8-10 people who learn with and from each other. It refers to Action Learning as originally founded by Reginald W Revans, the father of Action Learning. This is the reason for titling the book as ‘Genuine’ Action Learning. GAL is an empowering process and can be applied in almost any situation and used by anyone to solve real and complex problems, as long as one maintains the integrity with the original principles of GAL. The nature of themes covered by the articles as well as the insights of the contributing authors indicate the wide diversity of possible applications and experiences of GAL. Some of the applications illustrated in the book are related to business organizations, hospitals, and educational institutions. GAL has gained increasing recognition and use around the world – from the Arctic circle to Australia … in Sweden, US, Africa, UK, Iran, Egypt, India, New Zealand, Sri Lanka, Canada, and throughout Europe, including Romania, etc. The book can serve as a learning guide for students, teachers, business managers, and anyone who is committed to true learning.
ABOUT THE AUTHOR Albert E. Barker
Professor Albert E Barker studied philosophy before joining the world of industry and commerce. He worked for a large international corporation before pursuing business interests in the field of engineering and technology. Business activities brought him experience as chairman/CEO of a small group of companies and extensive board level contact with overseas international businesses from the largest multinationals to small independent enterprises. He became a Fellow of the British Institute of Management and was heavily engaged with voluntary organisations. Severe concerns about the quality and content of academic managerial training brought him into contact with Reg Revans. They soon became the closest of friends, collaborating and working together for many years until Revans’ death in 2002. With several academic associations, his main focus is as a professor at the University of Oradea, Romania, where he works to establish entrepreneurial and social regeneration, foster SMEs, and encourage the ethic of application and learning alongside practitioners, in the face of a world of ever more esoteric academic theory. He applies Action Learning in masters courses including HRD and MBA programmes.
ABOUT THE AUTHOR Sumati Reddy
Sumati Reddy holds a Masters Degree in Business Administration from the Royal Melbourne Institute of Technology, Australia. Her other qualifications include, Bachelor of Arts, Diploma in Hotel Management, Certified Hospitality Educator, Diploma in French, and Diploma in Spanish. She is currently pursuing Ph.D. in the field of Organizational Behavior from Osmania University, Hyderabad. Her topic for the dissertation is ‘The Impact of Organizational Culture on Organizational performance.’ She is a Faculty Member at ICFAI Books, Hyderabad, an affiliate of The ICFAI University. She has edited books on Corporate Social Responsibility, Workforce Diversity, Training and Development and Performance Management. She is also an Adjunct Faculty at the ICFAI Business School, Hyderabad, where she teaches Organizational Behavior and Human Resource Management. Her areas of interest include international organizational behavior with a focus on change management, international negotiations, group dynamics, and managerial competencies; and experience in the hospitality and pharma sectors in the functional area of Human Resource Management.
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