Joint action learning: a collective collaborative paradigm for the management of change in unionized organizations

Abstract

Outlines the building of an action science paradigm which seeks to synergize essential elements from within the disciplines of learning, action learning, problem solving, quality of worklife, negotiation, alternative dispute resolution methodology, team building, organization development and behavioural science to construct a new process which engages competing interest groups (in this instance management and unions) in a collective collaborative process called Joint Action Learning. Describes an action science pilot project carried out over a three‐year period in six service sector companies in Ireland, in which the process employed was designed and intended to have double‐loop and meta‐learning qualities which provide the potential for ongoing organizational learning.

Citation

McAdam, J. (1995), "Joint action learning: a collective collaborative paradigm for the management of change in unionized organizations", Journal of Managerial Psychology, Vol. 10 No. 6, pp. 31-40. https://doi.org/10.1108/02683949510093867