Implementing a Report's Findings: A Conceptual Model for Action learning in the Workplace

Year: 1995

Author: Schaafsma, Hank

Type of paper: Abstract refereed

The transformation of any report and its recommendations into an
implementation process, represents an opportunity for action learning
in the workplace. While there are many different factors involved in
successful implementation (Fullan, 1993), this paper suggests that one
of the keys is involving managers in action learning.

A content analysis methodology was used on sections of the report,
Enterprising Nation (The Karpin Report 1995a) to examine the coherence
among the report's recommendations and the research evidence to support
them. Two 'levers for change' - cultural diversity and management
learning- were examined as case studies.

Action learning (Revans,1985), as a change management process, can be used by managers to facilitate the implementation of a report's
recommendations in three ways: (i) by examining the (implicit) models of change used; (ii) by reflecting on the problem-based methodology of the report and (iii) by assessing the typology of interventions that are planned for implementation action. The findings and recommendations of the Karpin report into management skills provided a framework for comparison with recent data from a report on the Australian housing construction industry ( Hayton et al.,
1995). A model of implementation of a report through action learning is proposed.