Review by: Seufert, Sabine (2008-02-14)

The paper aims to provide a literature survery on managers' learning in the workplace. The survey of the two authors was conducted between June and September 2007 and was mainly focused on the research questions: why, when and how managers learn whilst going about their daily work. And more specificially, how action learning can be a benefit for management development whilst an organisational problem can be solved in addition.

The literature report is structured in 4 section with the following contents:

A. The introductory section: this section gives an overview of references to the general discourse on management development, and the arguments for why learning is seen as a necessity. Furthermore, it continues with presenting literature focusing on the question: what is it that needs to be learned? Another interesting aspect that the authors try to enlighten is the tension that exist on defining what constitutes informality in the learning process. The conclusion of the literature survey is a very broad definition of informal learning as any learning in the workplace that occurs outside the classroom, curriculum and teacher. The section ends with a short paragraph of key learning aspects as the interdependence between reflection and experience.

B. Action Learning: Many references are provided and briefly summarized to literature on theories, concepts and practice of this learning method. Additionally, the section presents references to diverse organisational cases where action learning has been used to demonstrate the diversity in the learning design, practice and outcomes. Another paragraph shows how the method has developed over time and it then gives references to the role of the involved learning facilitator or "set adviser", information on the relationship between action learning and action research and finally ends with references to literature that have pointed out difficulties, challenges and pitfalls of action learning.

C. Learning in other ways: This section presents other forms of learning at workplace apart from the action learning method. Examples of these include the 360 degree feedback technique, actice listening, simulations, live-case method, learning through teaching, using theatre, collaborative inquiry, the learning log, conversation, self-direct learning, and project-based learning.

D. Aspects of Manager's Learning: The final section is related to influencing factors of managers' learning which are differentiated into personal and contextual conditions. Personal influences are seen to arise from an individual manager's styles, strategies and theories. These are in turn influenced by the individual's past, present and future. The contextual factors are structured into relationship, learning in family businesses, globalisation, unterstanding the leader role, power, politics and ideology where just one reference has been analysed. This final part seems to be a bit incidental in terms of the selected references. However, the main focus of the report was not devoted to organisational learning.

The report provides an excellent "navigation map" by giving a network structure and overview knowledge of the top main research questions: why, when and how managers learn. The literature reviews is a helpful synopsis for everyone – researchers, reflective practioners – interested in management development and managers' learning.