Author： Rowland-Jones Rhys
Publisher： Routledge Ltd
ISSN： 1469-8374
Source： Human Resource Development International, Vol.15, Iss.4, 2012-09, pp. : 501-514
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Abstract
In viewing the self-organizing capacity of an organization as a complex interacting web of knowledge and behaviour, which is subject to instability and constant dynamism, this article considers the use of an action science approach to the multifarious interactions which have underpinned the conception and delivery of a senior management development programme for a healthcare group of six hospitals and 94 pharmacies in the UAE. The article reviews the application of the action modalities of action learning and action science within the epistemological development and selection of the programme pedagogy, the locus of which has been derived from the European Foundation for Quality Management Excellence Model concepts of excellence. The initial scoping interviews held with the strategic directorate are reviewed and triangulated against the views of the senior management delegate cohort and the academic development team. In seeking evidence of adaptive change, the position before and after the management development programme delivery was additionally determined.
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