zation (Marquardt 2004). Marquardt provides case studies of organizations like GE and Boeing to demonstrate the simplicity, immediate applicability, and low cost of reaping these kinds of benefits from implementing action learning and action learning teams into the organization. Action learning is a comprehensive process that has tremendous power and value, according to Marquardt (2004), because it encompasses a broad ôarray of organizational, psychological, sociological, and educational theories and principlesùas well as key elements of ethics, political science, engineering, and systems thinkingö (32).
This article has informed me of a great deal with respect to trends in contemporary organizations. Brand-companies like GE, Sony, and Boeing are decentralizing their organizations into smaller action teams to push decision-making and accountability out into the organization. The increased responsibility, autonomy, and authority of such teams promotes development of leaders
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