Some of the following information may seem similar to current work practices. However,
this project aims to further develop an explicit learning culture, which uses:
a range of learning opportunities;
requires a degree of conscious effort;
provides language and methods which allows discrimination and distinction to enhance
develops an environment conducive to change.
Continuous cycle of review, plan, act, review, etc. (See Appendix 1).
Majority of learning is either on-the-job or directly related to work practice.
Any 'traditional' training should be strongly linked to action learning through careful
contracting and follow-up of training.
Other techniques used include:
Purposeful conversations (which take the presenter to a next step);
Coaching (peer, growth model of supervision);
Complaints to action (mobilising the energy of complaints); and
Action Learning groups (a group of key people who meet regularly to review progress,
outcomes and provide project direction).
Other on-the-job learning opportunities (e.g. journal clubs, creative use of notice
boards to post strategic plans, issues pin up board, local resource library, Internet,
presentations at staff meetings, enhanced workplace consultative support, supervision