Self Managed Learning in Action: Putting SML into Practice

Citation

Currant, B. (2002), "Self Managed Learning in Action: Putting SML into Practice", Industrial and Commercial Training, Vol. 34 No. 3, pp. 124-124. https://doi.org/10.1108/ict.2002.34.3.124.2

This is the third book about self managed learning (SML) that the authors have published. It follows on from The Wisdom of Strategic Learning (1978) and Self Managed Learning: Selected Writings from 1978‐1996, both of which Ian Cunningham was involved with.

This publication provides an enlarged and updated insight into how SML has been used in a variety of contexts in recent years.

The book is split into four parts – each of which deals with a specific element of how SML can, and is, used.

Part I sets the scene and provides a useful overview and introduction to SML for those who may not have read anything previously on the subject. It also acts as a helpful update for those with some experience of using the SMLapproach.

Part II focuses on how SML has been put into practice. This section allows the reader to dip in and out of a range of valuable case studies. These case studies cover a diverse variety of organisations, including some well‐known names such as Sainsbury’s, PPP Healthcare and Ericsson. I found this section particularly helpful, as it offers practical suggestions as to how the SML approach has been adopted by different organisations. The inclusion of international corporations was also helpful as it allowed a broader comparison of how different organisational cultures have adopted a SML strategy.

Part III concentrates on how to support SML – i.e. how to make SML work. This section provides invaluable guidance on how to best support staff through the SML process, and shares good practice on setting learning contracts and supporting learning groups.

Finally, Part IV offers an opportunity to reflect on what has been learnt and to look towards the future. It presents a practical rounding off of the points already raised and identifies some future directions.

I found the book easy to read and dip in and out of. Part II is particularly useful, as it allows the reader to follow SML through a number of different case studies and to draw parallels with their own organisation. This is a well‐researched and current text on the subject and one which many will find helpful as an authoritative text on SML. However, perhaps the price of this hardback text might be considered too high by potential readers.