This 4-page paper focuses on two articles offering two disctinctly differing workforce training methods: “Harnessing the Power of Action Learning” by Michael Marquardt and “The Individualized Training Alternative” by Edward E. Gordon, Ronald R. Morgan and Judith A. Ponticell.
Name of Research Paper File: D0_MTwotrme.rtf
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about training methods to help boost a workforces productivity. Its been felt, for the most part, that an increase in productivity will ultimately mean an increase in the bottom line.
In this paper, well provide a brief review of two articles on the topic of workforce training: "Harnessing the Power of Action
Learning" by Michael Marquardt and "The Individualized Training Alternative" by Edward E. Gordon, Ronald R. Morgan and Judith A. Ponticell. Marquardt, in
his article, points out that "action learning" involves more than simply training - its a method by which leaders can be developed, teams built and even corporate capabilities expanded. But,
he points out, trying to define "action learning" in one sentence is difficult, as there are many definitions of the term since it was introduced in "the coal mines of
Wales and England," notes the author. He goes on to say, however, that the varied concepts all have one thing in common - they involve people taking action on real
problems in real time and in doing so, learning lessons (and how to handle similar problems in the future). In short, action learning brings forward a problem or a challenge,
with that problem or challenge being solved by either an individual, a team within the organization, or the organization as a whole.
But were not talking any type of random, everyday problem here - according to Marquardt, the problem needs to be a significant and urgent one that would impact the company
(whether solved or not). Unlike goal-setting, which tends to focus on statements and mileposts, action learning instead focuses on questions and reflection,