Contradiction or paradox? (learning)

Citation

Buchen, I.H. (2009), "Contradiction or paradox? (learning)", Development and Learning in Organizations, Vol. 23 No. 2. https://doi.org/10.1108/dlo.2009.08123bad.005

Contradiction or paradox? (learning)

Article Type: Abstracts From: Development and Learning in Organizations, Volume 23, Issue 2

Buchen I.H. T+D, September 2008, Vol. 62 No. 9, Start page: 48, No. of pages: 4

Purpose – Reviews the nature of informal workplace learning and discusses how to support and manage it. Design/methodology/approach – Lists the characteristics of informal workplace learning, making the case that it is both teachable and management. Based on theories relating to self-directed learning and succession planning, describes the content of a workshop that will enable employees to explore how they learn informally at work and to identify structural and environmental obstacles that prevent them transferring this learning to the workplace. Findings – Argues that surveying workgroups about their informal learning, and identifying the factors that support and block this, will enable the organization to tap into informal learning and link it to more formal learning processes. Practical implications – Offers practical guidance. Originality/value – Advises on how to explore informal workplace learning and understand how to manage it.ISSN: 1535-7740Reference: 37AX801

Keywords: Learning, Organizational learning, Training