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Presents a review of the author’s experience of strategy and proposes that learning from strategy could and should be a crucial feature of a learning organization. Defines concepts and disciplines of strategy and provides cases of how organizations can use strategy as an opportunity for learning.

MAKING EXPERIENCE PAY. by Alan Mumford (McGraw‐Hill, £7.95) EVERYBODY learns from experience in some way, but how many managers find that learning from experience is a slow, painful and hit‐or‐miss affair which they find difficult to analyse, let alone use profitably in their day‐to‐day work? Here, Alan Mumford shows the manager how to really make that experi‐ence pay. Based on years of work in management development, and using essentially practical techniques, “Making Experience Pay” demonstrates how the manager can learn quickly and effectively from his everyday experience while still achieving the results demanded by his job.

We are grateful to the Ford Motor Company first for the opportunity of working with them on the issues described here, and secondly for agreeing that we may write this article. We should, however, emphasise that the views expressed here are ours, and not necessarily those of our clients at Ford.

Peter Honey and Alan Mumford published in December 1982 The Manual of Learning Styles which brought to a wider audience the advantages of a determination of the different preferences of people for the way they learn. The approach suggested by Honey and Mumford was not completely new, but offered an alternative approach to the other major learning style inventory, that by Kolb. A number of people had been unhappy with the construction and results of Kolb's Learning Style Inventory and it had been positively attacked from an academic viewpoint by Freedman and Stumpf.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479410053386. When citing the article, please cite: Alan Mumford, (1994) “Four Approaches to Learning from Experience”, The Learning Organization, Vol. 1 Iss: 1, pp. 4 - 10.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001514. When citing the article, please cite: Alan Mumford, (1988), “What Managers Really Do”, Management Decision, Vol. 26 Iss: 5, pp. 28 - 30.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090599310046182. When citing the article, please cite: Alan Mumford, (1993), “Putting Learning Styles to Work: An Integrated Approach”, Journal of European Industrial Training, Vol. 17 Iss: 10.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479410053386. When citing the article, please cite: Alan Mumford, (1994) “Four Approaches to Learning from Experience”, The Learning Organization, Vol. 1 Iss: 1, pp. 4 - 10.

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.

Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills. It describes blockages to learning, and then uses descriptions of how these can be tackled through learning biography or through instruments such as the Learning Styles Inventory (Kolb) or the Learning Styles Questionnaire (Honey and Mumford).