A new change model: factors for initiating and implementing personal action learning

DOIhttps://doi.org/10.1108/03055720810917633
Publication Date24 October 2008
Pages378-387
AuthorAlex Bennet,David Bennet
SubjectInformation & knowledge management
PORTFOLIO ARTICLES
THE LEARNING ORGANISATION
A new change model: factors for
initiating and implementing
personal action learning
Alex Bennet and David Bennet
Mountain Quest Institute, Marlinton, West Virginia, USA
Abstract
Purpose – The purpose of this paper is to provide a new frame of reference for considering change.
Design/methodology/approach Following an introduction and definitions, people and
organizations are consider ed as complex adaptive systems . The relationship between the
knowledge worker and the environment is then explored by the mind/brain perspective prior to
presenting an explication of the factors included in the personal action learning change model.
Findings – The study finds that the set of factors in the personal action learning change model
represent a significant force for energizing action and initiating change.
Originality/value – This paper embraces new ways of thinking about learning, knowledge, action
and change to suggest a personal action learning change model. A set of factors is described through
which an individual can initiate and implement personal change from the inside out, that is, from their
own volition. This is a new frame of reference for considering change.
Keywords Change management,Action learning, Modelling,Mind, Brain, Individual development
Paper type Research paper
Introduction
With learning comes knowledge, with knowledge comes action and with action comes
change. Learning, knowledge, action and change are as natural to human living as the
water we drink and the air we breathe. Yet – as all managers know – not only can
change be difficult for individuals, but also it is often an up-hill battle for organizati ons.
As our understanding of the mind/brain unfolds in concert with neuroscience
research findings, new ways to think about learning, knowledge and change are
emerging. Exploring these new frames of reference can provide insights that suggest
new behaviors. This short portfolio paper offers one such new frame of reference. This
personal action learning change model describes a set of factors through which an
individual can initiate and implement personal change from the inside out, that is, from
their own volition. The job of managers is to create an environment where these factors
can occur.
Definitions
We consider knowledge as the human capacity (potential or actual) to take effectiv e
action in varied and uncertain situations (Bennet and Bennet, 2004). More specifically,
knowledge can be considered as having the following six attributes: understanding,
meaning, insight, creativity, prediction and action. Thus knowledge is the capacity t o
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0305-5728.htm
VINE
38,4
378
VINE: The journal of information and
knowledge management systems
Vol. 38 No. 4, 2008
pp. 378-387
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055720810917633

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