Abstract
We have tried to make this the most comprehensive bibliography of Revans’ publications to date. Its foundation is the work of Lucinda Gibson-Myers and Verna J. Willis, who electronically catalogued the publications from the Revans collection and went to considerable effort to ensure its accuracy. We have also tried to integrate other sources such as the Revans Archive and the International Foundation for Action Learning listing.
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References
Revans, R. W. (1933) “The Transmission of Waves through an Ionized Gas”, Physical Review, 44: pp. 798–802.
[Note: Based on his research work at the University of Michigan 1930–32. See the commentary on this research in Chapter 6 of this volume, by Professor Donald Sadoway, M.I.T.]
Revans, R. W. (1938) “The Entry of Girls into the Nursing Profession: A memorandum to the Essex Education Committee, 1938”. Reprinted in R. W. Revans (1982), The Origins and Growth of Action Learning (Bromley, U.K.: Chartwell-Bratt), pp. 23–9.
Revans, R. W. (1945) “Elegy to the Second World War” (Poem), in A. E. Barker and R. W. Revans (eds.) (2004), An Introduction to Genuine Action Learning (Oradea, Romania: Oradea University Press), pp. 40–3.
[Note: See also Chapter 3.]
Revans, R. W. (1945) “Plans for Recruitment, Education and Training in the Coal Mining Industry”. Prepared by R. W. Revans in conjunction with The Recruitment, Education and Training Committee of the Mining Association of Great Britain. s.l.
[Note: See also Chapter 6.]
Revans, R. W. (1947) “The Training of Under Officials”, Abstract of a paper read before the Manchester Geological and Mining Society in Manchester on 20 February, 1947. Printed in The Colliery Guardian, 174(4497): pp. 330–4.
[Note: The topic is also covered in Revans, 1945.]
Revans, R. W. (1949) “The First ‘W. M. Thornton Lecture’: The status of the professional association, past and present”. Speech given at the Association of Mining Electrical and Mechanical Engineers Annual Convention, London, 29 June, 1949, The Mining Electrical and Mechanical Engineer: Journal of the Association of Mining Electrical and Mechanical Engineers, 30 (347), pp. 41–53.
Revans, R. W. (1950) “Why We Held Our Conference”, in The Education Of The Young Worker. Report of the Second Conference held at Oxford in July 1949 under the auspices of the University Department of Education, 9–13 (Oxford: Oxford University).
Revans, R. W. (1951) “Education in Industry”, in C. H. Dobinson (ed.), Education in a Changing World (Oxford: Clarendon Press), pp. 18–33.
Revans, R. W. (1953) Size and Morale: A preliminary study of attendance at work in large and small units (London: Acton Society Trust).
Revans, R. W. (1956) “Industrial Morale and Size of Unit”, Political Quarterly, 27(3), pp. 303–10.
[Note: Subsequently republished in Labor and Trade Unionism: An interdisciplinary reader (1960) W. Galenson and S. M. Lipset (eds.) (New York: John Wiley & Sons), pp. 295–300.]
Revans, R. W. (1957) “Staff Turnover — Its causes and remedies?”, in “Programme and papers for the conference on hospital authorities and staff management”, Royal Empire Society, 20–22 May, 1957.
Revans, R. W. (1957) “How Much Can — Or Should — A Man Sell?”, Agenda, 5(3), pp. 33–40.
[Note: Republished in Revans, 1982, The Origins: 82-94.]
Revans, R. W. (1957) “The Contribution of the University to Management Education”, British Management Review, 15(1), January, pp. 31–7.
[Note: Republished in Revans, 1982, The Origins, pp. 56–63.]
Revans, R. W. (1958) “The Sister and The Hospital System: Proposed study of her work and opinions”, Nursing Mirror, 25 April, pp. 261–2.
[Note: This is a weekly periodical.]
Revans, R. W. (1958) “Theory and Practice: A study of technical knowledge”, Researches and Studies, University of Leeds Institute of Education, 18, July.
Revans, R. W. (1958) Is Work Worthwhile?, Personnel Management, 40(343), March, pp. 12–21.
[Note: Republished in Revans, 1982, The Origins, pp. 111–22.]
Revans, R. W. (1958) “Hospital Work Study Course at Manchester College of Science and Technology”, The Hospital, 54(9), September, pp. 659–63.
Revans, R. W. (1958) “Human Relations, Management and Size”, in E. M. Hugh-Jones (ed.), Human Relations and Modern Management (Amsterdam: North Holland Publishing Company), pp. 177–220.
Revans, R. W. (1959) “Operational Research and Personnel Management, Part 2”, Institute of Personnel Management, Occasional Papers, 14, Part 2 (London: Institute of Personnel Management), (25 pages).
[Note: Part 1 was written by Stafford Beer.
Revans, R. W. (1960) “The Hospital as an Organism: A study in communications and morale”, in C. W. Churchman and M. Verhulst (eds.), Management Sciences: Models and techniques, Volume 2, Proceedings of the Sixth International Meeting of The Institute of Management Sciences, Conservatoire National [sic] des Arts [sic] and Métiers. Paris, 7–11 September, 1959. Pergamon Press: 17–24.
[Note: Republished in Revans, 1982. The Origins, pp. 123–32.]
Revans, R. W. (1960) “Can Management be Scientific?”, British Chemical Engineering, 5(4), April, pp. 260–3.
[Note: See Revans, 1982.”Management and the Scientific Method” republished in The Origins, pp. 95–110.]
Revans, R. W. (1960) “How Should a Hospital Be Judged?”. Speech given at the Tenth Annual Conference of Chief Financial Officers in the Hospital Service in England and Wales on 10–11 November, 1960, and printed in Hospital Service Finance, 9(3), November–December, pp. 34–63.
[Note: This is a different speech from that with a similar name given in 1961.]
Revans, R. W. (1961) “How Should Hospitals Be Judged?”, in Association of Hospital Management Committees Report of Annual General Meeting and Conference held at Southsea on 15 and 16 June, 1961, pp. 54–68.
[Note: This is a different speech from that with a similar name given in 1960.
Revans, R. W. (1961) The Measurement of Supervisory Attitudes (Manchester: Manchester Statistical Society).
[Note: An extract from this address to the Society can be found in The Lancet, 1961, p. 1377.]
Revans, R. W. (1961) “What Management Expects of The Internal Auditor”, Internal Auditor, 18(4), Winter, pp. 38–54.
[Note: Republished in Revans, 1982, The Origins, pp. 133–50.]
Revans, R. W. (1962) “The Hospital as a Human System”, Physics in Medicine and Biology, 7, October.
[Note: This article was later republished in Behavioral Science, see 1990.]
Revans, R. W. (1962) “Hospital Attitudes and Communications”, in Paul Halmos (ed.), The Sociological Review Monograph, 5, July, Sociology and Medicine — Studies Within the Framework of the British National Health Service. (Keele: University of Keele), pp. 117–44.
[Note: Revans, in addition to the degrees of B.Sc., Ph.D., is also credited with a M.Sc.Tech.) Master of Science (Technology), and M.I.Min.E. (as a Chartered Mining Engineer, from the Institute of Mining Engineers), also as Professor of Industrial Administration, The Manchester College of Science and Technology. The editor’s preface to this monograph is of interest: “Hospitals have been the most accessible and inviting subjects of socio-medical investigation. As Professor Revans puts it in his outspoken and penetrating essay, the hospital service offers exceptional opportunities for clarifying some of the concepts of sociology: he could have added that sociological study, by exposing failures in communication and other defects, can point the way to continuous improvements in the service. Professor Revans’ essay is an effective rejoinder to those who protest that sociological inquiries commonly display the obvious clothed in jargon. It is also instructive, if somewhat provocative guide to the theoretical and practical issues which have to be faced not only by those who administer hospitals but also by those who work professionally in them.”] Revans, R. W. (1962) “Industry and Technical Education”, in A. M. Kean (ed.), Researches and Studies, 24, (Leeds, England: University of Leeds, Institute of Education), October, pp. 7–18.
[Note: Republished in Revans, 1982, The Origins, pp. 166–80.]
Revans, R. W. (1962) “Myths of Decentralization”, New Society, 1(10), 6 December, pp. 17–19.
[Note: Republished in Revans, 1982, The Origins, pp. 181–9.]
Revans, R. W. (1962) “The Theory of Practice”, Universities Quarterly, September.
[Note: Republished in The Theory of Practice in Management, 1966, pp. 53–69; and republished in Revans, 1982, The Origins, pp. 151–65 under the title “The Education of Managers”.]
Revans, R. W. (1962) “Preface”, in R. W. Rowbottom and H. A. Greenwood, Understanding Management (Manchester: Whitworth Press), pp. 9–
[Note: Writes of “the world of management being a vast tapestry of contradictions”; the importance of scientific research for management, and scientific method but integrating this with the “valid experience and practical wisdom of the business man”; management is about change and this takes a long time to carry out because fundamental questions have to be asked; also the oft repeated statement by Revans (paraphrasing Nietzsche he states) that no good idea “was ever adopted before it was ridiculed”.]
Revans, R. W. (1962) “Preface”, in D. N. Chorafas (ed.), Programming Systems for Electronic Computers (London: Butterworths), pp. vii–ix.
[Note: This book is dedicated to Reg Revans.]
Revans, R. W. (1963) “Communications as an Aid to Accident Prevention”, Speech given at the Fifth National Safety Conference, Great Western Royal Hotel, London, 5–6 November, 1963, and published in Proceedings. National Joint Industrial Council (N.J.I.C.) for the Rubber Manufacturing Industry, pp. 81–100.
Revans, R. W. (1963) “Management, Morale and Productivity”, in Proceedings of the National Industrial Safety Conference, The Spa, Scarborough, 2–5 May, 1963. Conference organized by the Industrial Safety Division of RoSPA (The Royal Society for the Prevention of Accidents), pp. 84–99.
Revans, R. W. (1963) “Where Professional Minds Meet”, Times Review of Industry and Technology, 1(6), August, pp. 19–20.
Revans, R. W. (1964) Standards for Morale: Causes and effect in hospitals (London: Oxford University Press for the Nuffield Provincial Hospitals Trust).
[Note: Foreword by Lord Robert Platt.]
Revans, R. W. (1964) “The Morale and Effectiveness of General Hospitals”, in Gordon McLachlan (ed.), Problems and Progress in Medical Care: Essays on current research (Published for the Nuffield Provincial Hospitals Trust by Oxford University Press).
[Note: This article is very similar, but not exact, to that of the same title in New Society, 68, pp. 6–8. No volume number; and the editor also published with John Revans, Reg Revans’ brother.]
Revans, R. W. (1964) “The Pathology of Automation”, Advanced Management Journal, Special Issue on Automation and Management, 29(2), April, pp. 12–21.
Revans, R. W. (1964) “Spotting a Company’s Weak Points — I”, Accountants’ Magazine, 68(701), November, pp. 851–65.
Revans, R. W. (1964) “Spotting a Company’s Weak Points — II”, Accountants’Magazine, 68(702), December, pp. 968–76.
[Note: Not a duplicate, second part.]
Revans, R. W. (1964) “Morale and Effectiveness of Hospitals”, New Society, 68, 16 January, pp. 6–8.
Revans, R. W. (1964) “Hospital Cadet Schemes — A study in the Manchester region”, International Journal of Nursing Studies, 1(2), May, pp. 65–74.
Revans, R. W. (1964) “The Design of Management Courses”, Management International.
[Note: Republished in Revans, 1966, The Theory of Practice in Management, pp. 29–52.]
Revans, R. W. (1965) The Development of Research into Management and Its Problems (London: British Institute of Management).
[Note: Prepared for the BIM National Conference in Brighton, March, 1965; republished in Revans, 1966, The Theory of Practice in Management, pp. 152–67.]
Revans, R. W. (1965) Science and the Manager (London: Macdonald & Co).
[Note: See Chapter 6 for further details.]
Revans, R. W. (1965) Measurement for Management (London: Industrial and Commercial Techniques).
[Note: Reproduced from typescript.]
Revans, R. W. (1965) “Our Educational System and the Development of Qualified Personnel”, Management International, 2(3), pp. 41–50.
Revans, R. W. (1965) “Involvement in School”, New Society, 26 August, 6.
[Note: Republished in Revans, 1982, The Origins, pp. 217–25.]
Revans, R. W. (1965) “Bureaucracy in the Hospital Service”, Scientific Business, 2(8), pp. 386–92.
Revans, R. W. (1965) “Managers, Men and the Art of Listening”, New Society, 5(123), pp. 13–15.
[Note: This is virtually the same as the book chapter of the same name in S. H. Foulkes and G. S. Prince (eds.), 1969, Psychiatry in a Changing Society, pp. 93–8 (London: Tavistock Publications). Also republished in Revans, 1982, The Origins, pp. 210–25.]
Revans, R. W. (1966) The Theory of Practice in Management (London: Macdonald).
[Note: See Chapter 6 for further details.]
Revans, R. W. (1966) What Makes You A Good Boss?: The effect of personality and leadership upon morale and efficiency (London: Industrial and Commercial Techniques).
Revans, R. W. (1966) “Research into Hospital Management and Organization”, Milibank Memorial Fund Quarterly, 44(3), part 2, pp. 207–45.
Revans, R. W. (1967) “Some Thoughts on Training in Managerial Action”, CORSI Bulletin (Calcutta Branch of Operational Research Society of India) Annual, pp. 107–10.
Revans, R. W. (1967) “Recognizing and Solving Management Problems”, Journal of the Malaysian Institute of Management, 2(1), July, pp. 8–18.
[Note: More extensive article than one with same title in Management Decision, 1(4), 1967.]
Revans, R. W. (1967, October 5) “Big Firms: The managerial gap”, New Society, 10 (262), pp. 468–9.
[Note: See also Revans, 1982, The Origins, pp. 190–9, “Bigness and Change”.]
Revans, R. W. (1967) “The Management Apprentice”, Management Decision, 1(4), Winter, pp. 52–7.
[Note: On management education and universities; less detailed than one with same title in Management International Review, 1968.]
Revans, R. W. (1967) “Europe’s Academic Supermarkets”, Management Today, pp. 84–8.
Revans, R. W. (1967) Studies in Institutional Learning (Brussels: European Association of Management Training Centres).
Revans, R. W. (1968) “Management in an Automated Industry”, Journal of Dyers and Colourists, 84, February.
Revans, R. W. (1968) “The Management Apprentice”, Management International Review, 6, pp. 29–42.
[Note: More detailed than one with same title in Management Decision, 1967.]
Revans, R. W. (1968) “The Bible as Appointed to be read by Industry”, New Society, 11(276), 11 January, pp. 43–6.
[Note: Republished in Revans, 1982, The Origins, pp. 200–9.]
Revans, R. W. (1969) “Managers, Men, and the Art of Listening”, in S. H. Foulkes and G. S. Prince (eds.), Psychiatry in a Changing Society (London: Tavistock), pp. 93–8.
[Note: This is virtually the same article as that of same title in New Society, 5(156), 1965, except for the addition of introductory and final paragraphs in the other; republished in The Origins, pp. 210–16.]
Revans, R. W. (1969) “Alienation and Resistance to Change”, Management Decision, 3(1), Spring, pp. 10–14.
[Note: See Revans, 1982, The Origins, pp. 303–19, under the title, “Alienation and Resistance”.]
Revans, R. W. (1969) “The Structure of Disorder”, in J. Rose (ed.), A Survey of Cybernetics: A tribute to Norbert Wiener (London: Illife), pp. 331–45.
[Note: Revans was very much engaged with the study of cybernetics and its leading figures, among them Stafford Beer (1926-2002), who was greatly involved in the field of management cybernetics and operational research.]
Revans, R. W. (1970) “Managers as Catalysts”, Personnel Management, 2(10), pp. 28–32.
Revans, R. W. (1970) “The Managerial Alphabet”, in G. Heald (ed.), Approaches to the Study of Organizational Behaviour: Operational research and the behavioural sciences (London: Tavistock Publications), pp. 141–61.
[Note: Revans’ formulation of “Alpha, Beta, Gamma” Systems for a discussion about values and purpose, managerial decision-making and problemsolving, and personal development; also in Revans, 1982, The Origins, pp. 329–48.]
Revans, R. W. (1970) “Values and Enterprise as a Subject for Research”, in M. Ivens (ed.), Industry and Values: The objectives and responsibilities of business (London: George G. Harrap), pp. 191–200.
[Note: Republished in Revans, 1982, The Origins, pp. 320–8]
Revans, R. W. (1971) Developing Effective Managers: A new approach to business education (New York: Praeger).
[Note: Published in London, in 1971 by Longman. Description and analysis of Revans-designed and implemented Inter-University Advanced Management Program in Belgium, 1968–71, including the theory behind the experience, further developed from 1970, “The Managerial Alphabet”.]
Revans, R. W. (1971) “Introduction [Background to the HIC Project]”, in George Wieland (ed.), Changing Hospitals: A Report on the Hospital Internal Communications Project. (London: Tavistock Publications), pp. 3–24.
[Note: Highly recommended as it contains Revans ideas on what he already called the “learning organization”, “change agents” and assumptions behind his thinking.]
Revans, R. W. (1971) “Anatomy of Achievement: Opening address to the 1971 Annual Conference of the Operational Research Society” (University of Lancaster. London: Operational Research Society).
Revans, R. W. (ed.) (1972) Hospitals: Communication, choice and change. The Hospital Internal Communications Project Seen from Within, Foreword by W. J. H. Butterfield (London: Tavistock).
Revans, R. W. and Ashmawy, S. (1972) “The Nile Project: An experiment in educational authotherapy”. A monograph upon which the Fondation Industrie-Université contribution to the 1972 ATM [Association of Teachers of Management] Conference was based. Paris: The Development Centre, Organisation for Economic Co-operation and Development (OECD).
[Note: Ashmawy was the lead author and a former student of Revans’, and the latter was a technical advisor to the 1971 project; republished in Revans, 1982, The Origins, pp. 372–425; also published, it seems, in 1973 as The Nile Project: An experiment in educational autotherapy (Southport: Action Learning Projects International.)]
Revans, R. W. (1972) (ed.) “The Emerging Attitudes and Motivations of Workers”, Report on a management experts’ meeting, Paris, 24–26 May, 1971. Labor/Management Program, Organization for Economic Cooperation and Development (OECD), Manpower and Social Affairs Directorate, Paris, France.
Revans, R. W. (1972) Action Learning — A management development program. Personnel Review, 1, Autumn, 4, pp. 36–44.
[Note: First time “action learning” as a term used by Revans in a publication; about the Egyptian “Nile” project and the Belgian experience, but more conceptual in nature by reflecting on these experiences; mention is made of a book by Revans, Childhood and Maturity supposedly published in 1973 in London by Routledge but we could not find any further reference or copy. Was this perhaps Revans’ unpublished memoir entitled, “Culture M”?; also listed as part 1 published by the International Foundation for Action Learning in 1973 but not found in our search.]
Revans, R. W. and Baquer, A. (1972, gestetnered) “I thought they were supposed to be doing that”: A comparative study of co-ordination of services for the mentally handicapped in seven local authorities, June 1969 to September 1972. London: The Hospital Centre.
Revans, R. W. (1973) Studies in Factory Communications (Southport: Action Learning Projects International).
Revans, R. W. (1973) “The Response of the Manager to Change”, Management Education and Development, 4(Part 2), pp. 61–76.
[Note: Very good explication of Revans’ main ideas about learning, and action learning mentioned as well; mentions his father and his receptivity to learning.]
Revans, R. W. and Cortazzi, D. (1973) “Psychosocial Factors in Hospitals and Nurse Staffing”, International Journal of Nursing Studies, 10(3), August, pp. 149–60.
Revans, R. W. and Baquer, A. Q. (1973) “But Surely, That Is Their Job?”: A study in practical cooperation through action learning (Southport: Action Learning Projects International).
[Note: Baquer was the lead author and main researcher on this study on mental health care in the U.K.; apparently the study Revans felt most proud of up to 1972.]
Revans, R. W. (1974) Participation in What? (Southport: Action Learning Projects International).
Revans, R. W. (1974) “The Project Method: Learning by doing,” in S. Mailick (ed.), The Making of the Manager: A world view (Garden City, NY: The United Nations Institute for Training and Research (UNITAR) and Anchor Press/ Doubleday), pp. 132–61.
[Note: Contains an interesting description of Revans’ work as a consultant in Nigeria, also on work with London hospitals, the Milwaukee Consortium, and mostly on the Belgian experience. This is an excellent collection of articles on the field of management education at this time. For background on the rise of business schools in the United Kingdom, see, for example, the article by John Morris.]
Revans, R. W. (1975) General Principles of Action Learning (Southport: Action Learning Projects International).
Revans, R. W. (1975) “Helping Each Other to Help the Helpless: An essay in self-organization, (Part I)”, Kybernetes, 4, pp. 149–55.
[Note: Republished in Revans, 1982, The Origins, pp. 467–92.]
Revans, R. W. (1975) “Helping Each Other To Help the Helpless: An essay in self-organization, (Part II)”, Kybernetes, 4, pp. 205–11.
[Note: Revans listed as being part of the Interuniversity College for Doctoral Studies in Management Sciences, Brussels. Part I appeared in the previous issue of the journal. “This essay, published in two parts, describes coordination in the British domiciliary services for the mentally handicapped, as seen by families helped and by field workers helping. Criteria of need and judgments of effectiveness are those of patients and field workers. Bias is minimised by the experimental design since five independent professions and parents interact between seven different areas over a sample of 212 cases. Part I suggests why and how this autonomous or self-study was made; Part II presents some findings and tells what was done about them”. From the editor.]
Revans, R. W. (1975) “Preface”, in D. Cortazzi and S. Roote, Illuminative Incident Analysis. (London: McGraw-Hill), pp. xi–xii.
[Note: The book is dedicated to Revans, and describes what would be called today “graphic capture”.]
Revans, R. W., (ed.) (1976) Action Learning in Hospitals: Diagnosis and therapy (London: McGraw-Hill).
[Note: Part 1 of this book includes the republication of Revans’ 1964 book, Standards for Morale; contains articles mostly about the London Hospital Internal Communications Project.]
Revans, R. W. (1976) “Progenitors and Progenies — Before and since the HIC project”, in R. W. Revans, (ed.), Action Learning in Hospitals: Diagnosis and therapy (London: McGraw-Hill), pp. 169–80.
[Note: An important chapter tracing the chronology and evolution of Revans’ eight major projects in all fields, not just in health care, up to that time.]
Revans, R. W. (1976) “Action Learning in a Developing Country”, Journal of the Malaysian Institute of Management, 11(3), December, pp. 8–16.
Revans, R. W. (1976) “Management Education: Time for a rethink”, Personnel Management, 8(7), July, pp. 20–4.
Revans, R. W. (1977) “An Action Learning Trust”, Journal of European Industrial Training, 1(1), pp. 2–5.
[Note: Dated October, 1977; see Chapter 6 for further details.]
Revans, R. W. (1977) “Action Learning and the Nature of Knowledge”, Education and Training, 19(10), November–December, pp. 318–22.
[Note: Republished in Revans, 1982, The Origins, pp. 652–64.]
Revans, R. W. (1977) “Action Learning: Its silver jubilee, 1952–1977: Inaugural Lecture”, s.l. Yorkshire and Humberside Regional Management Centre.
Revans, R. W. (1977) “Action Learning: The business of learning about business”, in D. Casey and D. Pearce, (eds.), More than Management Mevelopment: Action learning at GEC (Westmead, U.K.: Amacom), pp. 3–6.
[Note: A very comprehensive and valuable compilation including that of participants in the program that had its start in 1971 but its formal launch in 1972 in the General Electric Company, U.K. — no relation to General Electric in the U.S., see Chapter 6).]
Revans, R. W. (1977) “Hospital Performance and Length of Patient Stay”, s.l.. Action Learning Trust.
Revans, R. W. (1978) “Action Learning and the Nature of Learning”, Education and Training, January, pp. 8–11.
[Note: More on the theoretical thinking behind action learning; on the “mentally handicapped” project.]
Revans, R. W. (1978) “Action Learning — Or antiquity reborn”, Education and Training, 20(4), April, pp. 121–4.
[Note: See Revans, 1982, The Origins, pp. 529–45, “The Immemorial Precursor: Action Learning Past and Present, on Buddha as the first action learner”.]
Revans, R. W. (1978) “Fondation Industrie-Université: On the establishment of a Master’s Programme in management studies”, Paper from Irish Management Institute, Action Learning Workshop, May, 1978.
[Note: Location not given; republished in Revans, The Origins, pp. 455–66.
Revans, R. W. (1978) “A Quest for Realism”, Education & Training, 20(6), June, pp. 167–8.
Revans, R. W. (1978) “Action Learning Takes a Health Cure”, Education and Training, November–December, pp. 295–9.
[Note: On the HIC Project, the international spread of action learning; and, action learning and worker participation.]
Revans, R. W. (1978) The ABC of Action Learning: A Review of 25 Years of Experience. Altrincham (8 Higher Downs, Greater Manchester): R. W. Revans.
[Note: Self-published 1st edn, apparently.]
Revans, R. W. (1978) ABC of Action Learning (London: Action Learning Trust).
[Note: 2nd edn; another source provides bibliographical details as having been published in Birmingham by F. H. Wakelin.]
Revans, R. W. (1979) “The Nature of Action Learning”, Management Education and Development, 10(Part 1), Spring, pp. 3–23.
[Note: Republished in 1981, see below; and in Revans, 1982, The Origins, pp. 624–51.]
Revans, R. W. (1980) Action Learning: New techniques for management (London: Blond & Briggs).
[Note: See Chapter 6 for further details.]
Revans, R. W. (1980) “Productivity and Action Learning”, Newsletter, 6. The Action Learning Trust, p. 3.
Revans, R. W. (1981) Action Learning—att lära under risktagande och med ansvar i anslutning till handlingar (Lund: Studentlitteratur).
[Note: 1st edn of four in Swedish of this work.]
Revans, R. W. (1981) “The Nature of Action Learning”, OMEGA: The International Journal of Management Science, 9(1), pp. 9–24.
[Note: Republished from Revans, 1979, same title.]
Revans, R. W. (1981) “Management, Productivity and Risk — The way ahead”, OMEGA, 9(2), pp. 127–41.
Revans, R. W. (1981) “Worker Participation as Action Learning: A note”, Economic and Industrial Democracy, 2(4), pp. 521–41.
[Note: Republished in Revans, 1982, The Origins, pp. 546–65.]
Revans, R. W. (1981) “The Quest for Economic Leadership”, Management Education and Development, 12(2), pp.102-12.
Revans. R. W. (1981) Education for Change and Survival. s.l.: IFAL.
Revans, R. W. (1982) The Origins and Growth of Action Learning (Bromley: Chartwell-Bratt).
[Note: See Chapter 6.]
Revans, R. W. (1982) “Action Learning and the Inner City: The lessons of Moss Side”, The Link 1982, Froebel Bicentenary edn (London: Froebel Educational institute), pp. 40–4.
Revans, R. W. (1982) “What is Action Learning?”, Journal of Management Development, 1(3), pp. 64–75.
Revans, R. W. (1982) “Action Learning: Its origins and nature”, Higher Education Review, 15(1), Autumn, pp. 20–8.
Revans, R. W. (1982,) “Insufficient Education”, Letter to the editor, Management Today, Book Review section: The Last Word on Action Learning, November.
Revans, R. W. (1982) “Management Skills and Abilities”, in R. Wild (editor and compiler), How to Manage: 123 world experts analyse the art of management (London: Heinemann), pp. 39–43.
[Note: Among other things Revans’ discusses what he calls the “virtues of ignorance” and “the idolization of obsolescent technique”.]
Revans, R. W. (1983) The ABC of Action Learning (Bromley: Chartwell-Bratt).
[Note: Perhaps the 3rd edn of this work from 1978; very good bibliography and republished in Reddy and Barker (eds.), 2005, pp. 11–20.]
Revans, R. W. (1983) ABC om Action Learning. Att lära under risktagande och med ansvar i anslutning till sina handlingar. Introduktion och efterord av Lennart Strandler (Översättning: Stig Andersson. Lund: Utbildningshuset).
[Note: 2nd edn (see 1981 for the 1st edn); translated from the 1978 edn, copyright by Revans, The ABC of Action Learning: 25 years of action learning. Contains an announcement that an Action Learning Society was formed in 1982 in Lund. Foreward to the Swedish edn by Lars O. Andersson, MiL, (Managementprogrammet i Lund). See Chapter 6 for further details.
Revans, R. W. (1983) L’ABC dell’ “imparare facendo”: non ci può essere apprendimento senza azione e neppure azione senza apprendimento (Torino: Isper Edizioni).
[Note: English translation reads: The ABC of ‘learning by doing’: there can be no learning without action and no action without learning.]
Revans, R. W. (1983) Studies in Action Learning (Altrincham, 18 Higher Downs, Greater Manchester).
[Note: Revans self-published.]
Revans, R. W. (1983) “Action Learning: Its terms and character”, Management Decision, 21(1), pp. 39–50.
[Note: Part of a series on the six stages of action learning projects and issues related to these stages; reprinted in Revans, R. W. (1984) The Sequence of Managerial Achievement (Bradford, England: MCB University Press).]
Revans, R. W. (1983) “Action Learning: The skills of diagnosis”, Management Decision, 21(2), pp. 47–52.
[Note: Reprinted in Revans, R. W. (1984) The Sequence of Managerial Achievement (Bradford, England: MCB University Press).]
Revans, R. W. (1983) “Action Learning: The forces of achievement, or getting it done”, Management Decision, 21(3), pp. 44–54.
[Note: Reprinted in Revans, R. W. (1984) The Sequence of Managerial Achievement (Bradford, England: MCB University Press).]
Revans, R. W. (1983) “Action Learning: The cure is started (at West Middlesex Hospital, Britain)”, Management Decision, 21(4), pp. 11–16.
[Note: Reprinted in Revans, R. W. (1984) The Sequence of Managerial Achievement (Bradford, England: MCB University Press).]
Revans, R. W. (1983) “Action Learning: Kindling the touch paper”, Management Decision, 21(6), pp. 3–10.
[Note: Part of a series on the six stages of action learning projects and issues related to these stages in this article about the role of senior executives; reprinted in
Revans, R. W., 1984, The Sequence of Managerial Achievement (Bradford, England: MCB University Press).]
Revans, R. W. (1983) “’ Ex Cathedra:’ The validation of action learning programmes”, Management Education and Development, 14(3), pp. 208–11.
Revans, R. W. (1983) “On the Paradox of Genuine Learning”, in International Cerebral Palsy Society (ICPS) Bulletin, 29 September. Paper given at ICPS meeting entitled “What Happens Next? — Secondary Education and the Handicapped” (held at Sidney Sussex College, Cambridge, April, 1983. London: ICPS).
[Note: Editors’ note says: Revans gave final paper without notes and was subsequently asked by the Editor to contribute to this edition of the bulletin. Much of what he said is contained in this paper, which also contains some additional material and is dated 29 September 1983.]
Revans, R. W. (1983) “The Validation of Action Learning Programs: Excerpts from a note by professor R. W. Revans”, Management Action, 3, Autumn, pp. 3–4.
Revans, R. W. (1983) “What Mr. Butler Said”, Management Action, 3, Autumn, pp. 4–5.
Revans, R. W. (1983) “Productivity is Not Enough”, Management Action, 3, Autumn, p. 1.
Revans, R. W. (1983) “Action Learning at Work and in School — Part 1”, Education and Training, 25(9), October, pp. 285–8.
Revans, R. W. (1983) “Action Learning at Work and in School — Part 2”, Education and Training, 25(10), November-December, pp. 291–5.
Revans, R. W. (1983) “Action Learning Projects”, in B. Taylor and G. Lippitt (eds.), Management Development and Training Handbook (London: McGraw-Hill Book Company (UK) Limited), pp. 266–79.
[Note: The essentials of Learning and students, the Belgian experience, key factors in designing an action learning program, the Nile experience in appendix and in the second appendix by Ronnie Lessem, on an action learning program with City University and other partners.]
Revans, R. W. (1983) “What is Action Learning?”, Journal of Management Development, 1, pp. 64–75.
Revans, R. W. (1984) The Universality of Action Learning. s.l.: IFAL.
Revans, R. W. (1984) “Action Learning: Are we getting there?”, Management Decision, 22(1), pp. 45–52.
Revans, R. W. (1984) The Sequence of Managerial Achievement (Bradford, England: MCB University Press).
[Note: Republished articles for the most part from the journal, Management Decision; the chapter listings include: Action Learning: Half a Lifetime Spent; [Action Learning] Its Terms and Character; The skills of Diagnosis; A Case Example [Foster Wheeler]; The Forces of Achievement, or Getting It Done; The Cure is Started; Kindling the Touch Paper; Are We Getting There?; Back to Square One.]
Revans, R. W. (1984) “On the Learning Equation in 1984”, Management Education and Development, 15(3), pp. 209–20.
Revans, R. W. (1984) Action Learning Past and Present. s.l.: IFAL.
Revans, R. W. (1984) Aksjons-Laeringens ABC (Oslo: Bedriftsokonomens Forlag).
Revans, R. W. (1984) Revans on Video (Bradford: MCB University Press).
Revans, R. W. (1985) “Action Learning: An international contrast”, Business Education, 6(3).
Revans, R. W. (1985) “Any More Unmeeting Twains?: Or Action Learning and its practitioners in the 1980s”, Industrial and Commercial Training, 17(5), September–October, pp. 8–11.
Revans, R. W. (1985) “Action Learning and Its ‘Practitioners’ in the 1980s”, IMD 85. International Management Development. Brussels: European Foundation for Management Development (EFMD), Winter, pp. 2–6.
Revans, R. W. (1985) Confirming Cases (Telford: Revans Action Learning International).
[Note: Republished in A. Barker and R. W. Revans, 2004, Introduction to Genuine Action Learning, (Oradea, Romania: Oradea University Press), pp. 267–318.]
Revans, R. W. (1986) Action Learning, PastandFuture (Bekkestua: Bedriftsokonomisk Institut).
Revans, R. W. (1986) Action Learning, PastandFuture (Bekkestua: Bedriftsokonomisk Institut), Report 2.
Revans, R. W. (1986) Action Learning, Past and Future: Belgium and the Scandinavians (Bekkestua: Bedriftsokonomisk Institut), Report 3.
Revans, R. W. (1986) “Action Learning Returns Home”, University of Manchester, Institute for Development Policy and Management, Discussion paper series, 1 (Manchester: IDPM).
Revans, R. W. (1986) “Action Learning in Briefest Form”, University of Manchester, Institute for Development Policy and Management, Discussion paper series, 2 (Manchester: IDPM).
Revans, R. W. (1986) “Action Learning in a Developing Country”, Management Decision, 24(6), pp. 3–7.
Revans, R. W. (1986) “Action Learning, Past and Future”, Institute of Management, Norwegian School of Management (Bedrifts konomisk Institutt, Bekkestua, Norway).
Revans, R. W. (1986) “Education for Change and Survival, Part I”, Education and Training, 28(2), February, pp. 62–4.
Revans, R. W. (1986) “Education for Change and Survival, Part II”, Education and Training, 28(3), March, pp. 95–6.
Revans, R. W. (1986) “Action Learning and the Cowboys”, Organization Development Journal, 4(3), Fall, pp. 71–80.
[Note: Reflection on the Harvard Business School, business education, education and learning.]
Revans, R. W. (1986) “Letter to the Editor”, Organization Development Journal, 4(3), Fall, pp. 2–3.
Revans, R. W. (1986) “Letter to the Editor”, Organization Development Journal, 4(1), Spring, p. 4.
Revans, R. W. (1986) “Action Learning Past and Present”, Bulletin of Educational Development and Research, 31, Spring, pp. 4–19.
Revans, R. W. (1986/7) “Our Search for Identity”, Bulletin of Educational Development and Research, 33, Winter, pp. 3–18.
Revans, R. W. (1987) “The Learning Equation: An introduction”, in A. Mumford (ed.), (1987) Action Learning, Journal of Management Development, Special issue in honor of Reg Revans, 6(2), pp. 5–7.
[Note: Includes banquet speech ‘Action Learning and the Freshman’ by R. W. Revans: 11–29. Reprinted in Revans, 1988, Golden Jubilee
Revans, R. W. (1987) “The Learning Equation: An introduction”, Journal of Management Development, 6(2).
[Note: Republished in Mumford, Alan, (ed.), Action Learning at Work (Aldershot: Gower, 1997), pp. xxi–xxii.]
Revans, R. W. (1987) International Perspectives on Action Learning. University of Manchester, Institute for Development Policy and Management, Manchester Training Handbooks, 9 (Manchester: IDPM Publications, University of Manchester).
Revans, R. W. (1987) “The Making of Managers: A comment by Prof. R. W. Revans”, Newsletter, 6(3), The International Foundation for Action Learning, November, pp. 4–8.
Revans, R. W. (1987) “The Making of Managers”, Newsletter 22, 12 September, IMCB Buckingham, pp. 13–19.
Revans, R. W. (1987) “Letter to the Editor”, Organization Development Journal, 5(1), Spring, p. 1.
Revans, R. W. (1987) “Letter to the Editor”, Organization Development Journal, 5(2), Summer, p. 1.
Revans, R. W. (1987) “Preface”, in Nelson Coghill and Portia Holman (eds.), Disruptive Behaviour in Schools!: Causes, treatment and prevention (Bromley, U.K.: Chartwell-Bratt), p. iv.
[Note: Contains a thoughtful preface by Revans and a good bibliography of Revans’ publications; Coghill worked with Revans on several health care related initiatives, and is also published in Revans, 1976, Action Learning in Hospitals. Coghill was also very instrumental in developing the International Foundation for Action Learning.]
Revans, R. W. (1988) The Golden Jubilee of Action Learning: A collection of papers written during 1988 (Manchester Business School and Manchester Action Learning Exchange [MALEx]).
[Note: MALEx, University of Manchester, Manchester Business School, Booth St West, Manchester M15 6PB, England; see Chapter 6 for further details.]
Revans, R. W. (1988) “Action Learning — Its range and variety”, in The Golden Jubilee of Action Learning: A collection of papers written during 1988 (Manchester, England: Action Learning Exchange [MALEx], University of Manchester), pp. 37–79.
Revans, R. W. (1988) “Fifty years On”, in The Golden Jubilee of Action Learning: A collection of papers written during 1988 (Manchester, England: Action Learning Exchange [MALEx], University of Manchester), pp. 15–36.
Revans, R. W. (1988) “Action Learning and the Freshmen”, The Golden Jubilee of Action Learning: A collection ofpapers written during 1988 (Manchester, England: Action Learning Exchange [MALEx], University of Manchester), pp. 99–136.
Revans, R. W. (1988) “Action Learning in the Third World”, The Golden Jubilee of Action Learning: A collection ofpapers written during 1988 (Manchester, England: Action Learning Exchange [MALEx], University of Manchester), pp. 80–98.
Revans, R. W. (1988) “From Cleverness to Wisdom”, The Golden Jubilee of Action Learning: A collection of papers written during 1988 (Manchester, England: Action Learning Exchange [MALEx], University of Manchester), pp. 137–62.
Revans, R. W. (1988) “The Learning Equation: An introduction”, in John Peters (ed.), Customer First — The Independent Answer, [Business Education Serial], 9(3/4) (Bradford, West Yorkshire, England: MCB University Press Limited), pp. 119–20.
Revans, R. W. (1988) “Management, Management Talent, and Society”, Invited address, Manchester Business School, MALEx (Manchester Action Learning Exchange) delivered 13 January, 1988. Complete address printed, delivered under sponsorship of Prudential and BIM.
Revans, R. W. (1988) “Letter to the Editor”, Organization Development Journal, 6(2), Summer, p. 2.
Revans, R. W. (1988) “The Last Days of October”, Organization Development Journal, 6(4), Winter, pp. 33–40.
Revans, R. W. (1988) “Evidence of Learning: A study of manufacturing industry in Belgium where action learning was tried in 1968”, Occasional paper, Manchester School of Management, 8807. Manchester: Manchester School of Management, University of Manchester Institute of Science and Technology.
Revans, R. W. and Mann, P. (1989) “Nepal Administrative Staff College: Promotion of Action Learning”, University of Manchester Institute for Development Policy and Management, 18 March–8 April (Manchester: University of Manchester. Institute for Development Policy).
Revans, R. W. (1989) “Letter to the Editor”, OR Insight, 2(2), April–June, p. 27.
[Note: OR Insight is a publication of the Operational Research Society.]
Revans, R. W. (1989) “Letter to the Editor”, Organization Development Journal, 7(3), Fall, p. 96.
Revans, R. W. (1989) “Letter to the Editor”, Organization Development Journal, 7(3), Fall, p. 97.
[Note: Not a duplicate; two letters in same issue.]
Revans, R. W. (1989) “Letter to the Editor”, OR Insight, 2(1), January–March, pp. 22–3.
[Note: OR Insight is a publication of the Operational Research Society.]
Revans, R. W. (1989) “Integrity in the College Curriculum”, Higher Education Review, 21(2), Spring, pp. 26–62.
Revans, R. W. (1990) “The Hospital as a Human System”, Behavioural Science, 35(2), pp. 108–14.
[Note: Reprinted from Revans, 1962 with the same title.]
Revans, R. W. (1991) Reg Revans speaks about action learning, Interviewed by O. Zuber-Skerritt (Brisbane: TV Centre, University of Queensland).
[Note: Video.]
Revans, R. W. (1991) “Action Learning in the Third World”, International Journal of Human Resource Management, 2, May, pp. 73–91.
[Note: From the article, Revans’ comment: “In 1988 I accepted, after more than twenty years of refusal, an invitation to visit South Africa and to explain, to the best of my ability, the nature of action learning. I try, in this paper, to justify such acceptance and thereby the reasons for changing my mind.”]
Revans, R. W. (1991) “Letter to the Editor entitled ‘Keep away from gurus’”, Organization Development Journal, 9(2), Summer, pp. 91–3.
Revans, R. W. (1992) “Improving Health Care: A social challenge?”, East European Medical Journal, 1(1), pp. 5–8.
Revans, R. W. (1993) “Letter to the Editor”, Organization Development Journal, 11(4), Winter, pp. 89.
Revans, R. W. (1993) “Address to the 2nd International Congress of Educating Cities”, in Farrington, Freire, Revans, Sapp: Four of the main speakers at the 2nd International Congress of Educating Cities, 25–27 November, 1992, in Gothenburg, Sweden, edited by Torbjörn Stockfelt (Gothenburg: Gotheburg City Education Committee).
Revans, R. W. (1994) “Life History Interview [and] Action Learning and The Belgian Action Learning Program, Including an Address to the Faculty of the Defense Systems Management College at Fort Belvoir, Virginia”, Interviews by Robert L. Dilworth et al., during Revans’ visit to Virginia Commonwealth University as a Distinguished Scholar.
[Note Videotaped, approximately three hours.]
Revans, R. W. (1994) “Action Learning or Partnership in Adversity. The Economic Effects of National Spontaneity”, prepared by Albert E. Barker. s.l.
[Note Mostly about national competitiveness, his work with the OECD, and the Belgian experience.]
Revans, R. W. (1996) “Past, Present and Future: Evidence of action learning”, in International Action Learning Seminar: Additional Papers, Summer (Manchester: Revans Centre for Action Learning and Research, University of Salford).
[Note: Chapter 3 is on “Disclosing Doubts”.]
Revans, R. W. (1997) “A Conversation with Reg Revans, 17 December, 1996”, in M. Pedler (ed.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. xi–xix.
Revans, R. W. (1997) “Action Learning: Its origins and nature”, in M. Pedler (ed.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. 3–14.
Revans, R. W. (1998) The ABC of Action Learning (London: Lemos & Crane. Mike Pedler Library).
[Note: Edited by Mike Pedler, with a good annotated bibliography.]
Revans, R. W. (1998) “Sketches of Action Learning”, Performance Improvement Quarterly, 11(11), pp. 23–7.
Revans, R. W. (1999) “Action Learning: Wesen und Voraussetzungen”, in Action Learning: Ein Handbuch, Otmar Donnenberg (ed.) (Stuttgart: Klett-Cotta), pp. 28–43.
Revans, R. W. (1999) “Foreword”, in M. J. Marquardt, Action Learning in Action: Transforming Problems and People for World-Class Organizational Learning (Palo Alto: Davies-Black), p. ix–x.
[Note: Generic comment by Revans.]
Revans, R. W. (2001) Essentials of Action Learning, 1978, edited and revised by David Botham, 1998, in John Raven and John Stephenson (eds.), Competence in the Learning Society (New York: Peter Lang Publishing), pp. 333–7.
[Note: First published in Link-Up with Action Learning, 1(2), August-October, 1997, pp. 2–4.]
Revans, R. W. (2003) “Foreword”, in Robert L. Dilworth and Verna J. Willis, Action Learning: Images and pathways (Malabar, Florida: Krieger), pp. vii–x.
[Note: The last published item by Revans authenticating the analysis done by the authors.]
Action Society Trust (1957) Size and Morale, Part II: A Further Study of Attendance at Work in Large and Small Units (London: The Acton Society Trust).
[Note: Part I was written by Revans but not this second part. See Revans, 1956, Revans’ publications, chapter 8.]
Amdam, R. P. (ed.) (1996) Management Education and Competitiveness: Europe, Japan and the United States (London: Routledge).
Anderson, J. R. L. (1965) “Man at Work”, The Guardian, 24 September.
[Note: Review of Revans’ book, Science and the Manager.]
[Anonymous] (1987) Revans, Prof. Reginald William, in Who’s Who 1987: An Annual Biographical Dictionary, 1468 (London: A & C Black).
[Note: Very accurate details about Reg Revans, including his brother John.]
[Anonymous] (1997) “A Prophet Is Not Without Honour, Save in His Own Country: The Story of Professor Reg Revans”, The Antidote, 10.
Argyris, M. and Schön, D. (1974) Theory in Practice. Increasing professional effectiveness (San Francisco: Jossey-Bass).
[Note: Landmark statement of ‘double-loop’ learning’ and distinction between espoused theory and theory-in-action.]
Argyris, C. and Schön D. (1978) Organizational Learning: A Theory of Action Perspective (Reading, MA: Addison-Wesley).
Argyris, C., Putnam R., and Smith D. M. (1985) Action Science: Concepts, methods, and skills for research and intervention (San Francisco: Jossey-Bass).
Ashmawy, S. and Revans, R. W. (1972) “The Nile Project: An experiment in educational authotherapy”, A monograph upon which the Fondation Industrie-Université contribution to the 1972 ATM Conference was based. Paris: The Development Centre, Organisation for Economic Co-operation and Development (OECD).
[Note: First published in November, 1973 by ALP [Action Learning Projects] International. Revans was with The Foundation for Industry and the Universities, Brussels, and acted as technical adviser for the project. See Chapter 6 for further details.]
Ashmawy, S. (1972) “Consortium Revans”, Journal of European Training, 1, Summer, pp. 54–6.
[Note: A description of the Egypt project (Nile Project) by its key organizer.]
Ashton, D. (1974) “Project-based Management Development”, Personnel Management, 6(7), pp. 26–8, 36.
Attwood, M., Pedler, M., Pritchard, S., and Wilkinson, D. (2003) Leading Change: A guide to whole systems working (Bristol: Policy Press).
[Note: Change and action learning also discussed.]
Aubusson, P., Ewing, R., and Hoban, G. (2009) Action Learning in Schools: Reframing school teachers’ professional learning and development (London: Routledge).
Bacon, C. J. (2005) “Winning against Difficult Issues: The power of action learning with systems thinking”, in S. Reddy and A. E. Barker (eds.), (2005), Genuine Action Learning: Following the spirit of Revans (Hyderabad: ICFAI University Press), pp. 114–54.
Bailey, J. (1980) “Action Learning for Small Firms”, Training Officer, 16(7), pp. 174–6.
Bakhshi, B. K. (1979) “Action Learning: An Indian experience”, Indian Journal of Training and Development, July–August.
Baldassarre, S. (1995) “Action Learning for Italian Managers in a Changing Context”, Action Learning News: The Newsletter of IFAL, 14(3), September, pp. 14–15.
Baquer, A. and Craig, J. (1973) “Action Learning: Staff training based on evaluation of the services by the providers”, Journal of European Training, 2(1), pp. 43–55.
Baquer, A. Q. and Revans, R. W. (1973) “But surely that is their job”: A study in practical cooperation through action learning (Southport: A.L.P. International Publications).
[Note: “Action learning” used in the title; on work with the “mentally handicapped”, see also Revans and Baquer, 1972.]
Baquer, A. [Memoir] Linkup 2 [2]. 2002–2003 (Manchester, Revans Institute for Action Learning and Research, University of Salford).
[Note: An exceptional memoir about Revans. The entire issue is devoted to memoirs about Revans on the occasion of his passing.]
Barker, A. E. (1998) “Profile of Action Learning’s Principal Pioneer — Reginald W. Revans”, Perfomance Improvement Quarterly, 11(1), pp. 9–22.
Barker, A. E. (1998) “Fundamental Aspects of Action Learning”, in W. Gasparksi and D. Botham (eds.), Action Learning (New Brunswick, U.S.: Transaction Publishers), pp. 13–32.
Barker, A. E. and Revans, R. W. (2004) An Introduction to Genuine Action Learning (Oradea, Romania: Oradea University Press).
[Note: Very detailed background on the concepts of action learning and republication, with explanatory notes by Barker, of several of Revans’ publications including ABC of Action Learning and Confirming Cases.]
Barker, A. E. (2004) “Elements of Action Learning”, in A. E. Barker and R. W. Revans (eds.), An Introduction to Genuine Action Learning (Oradea, Romania: Oradea University Press), pp. 9–207.
Barker, A. E. (2005) “Action Learning — SETS — and Other Sensitivities”, in S. Reddy, and A. E. Barker (eds.), Genuine action learning: Following the spirit of Revans (Hyderabad: The ICFAI University Press), pp. 29–87.
Barker, A. E. and Revans. R. W. (2004) An Introduction to Genuine Action Learning (Oradea, Romania: Oradea University Press).
[Note: Includes republication of Revans’ The ABC of Action Learning, and Confirming Cases.]
Barker, A. E. (2004) “Professor R.W. Revans: The Founding Father of Action Learning — A short bio-summary”, in A. E. Barker and R. W. Revans (eds.), An Introduction to Genuine Action Learning (Oradea, Romania: Oradea University Press), pp. 17–44.
[Note: Includes Revans’ Elegy to the Second World War.]
Barrett, N. (2000) “‘Learning the Hard Way’: Creating an executive development opportunity for learning and reflection”, in Boshyk (2000), pp. 227–37.
Beckhard, R. (1969) Organization Development: Strategies and models (Reading, MA: Addison-Wesley).
Beckhard, R. (2006) “What is Organization Development?”, in J. V. Gallos (ed.), Organization Development: A Jossey-Bass reader (San Francisco: Jossey-Bass), pp. 3–12.
Beer, S. and Revans, R. W. (1959) Operational Research and Personnel Management. Part 1 by S. Beer, Part 2 by R.W. Revans (London: Institute of Personnel Management. Occasional Papers), p. 14.
[Note: Beer was a well known cyberneticist, systems thinker and practitioner, and a colleague of Revans’ from the University of Manchester Business School. Both of them contributed chapters in honour of Weiner, the MIT pioneer in cybernetic. See Revans, 1969.]
Begley, S. (2007) Train Your Mind, Change Your Brain: How a new science reveals our extraordinary potential to transform ourselves (New York: Ballantine Books).
Bellah, R. N., Madsen, R., Sullivan, W. M., and Tipton, S. M. (1985) Habits of the Heart: Individualism and Commitment in American Life (New York: Harper & Row).
[Note: One of Revans’ favourite books.]
Bellmann, M. (2000) “Siemens Management Learning: A highly integrated model to align learning processes with business needs”, in Y. Boshyk, (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business and St Martin’s Press), pp. 140–51.
Bennis, W. G. (1969) Organization Development: Its nature, origins, and prospects (Reading, MA: Addison-Wesley).
Bertrams, K. (2001) “The Diffusion of US Management Models and the Role of the University: The Case of Belgium (1945–1970)”, Article on the internet available at web.bi.no/forskning/ebha2001.nsf/23e5e39594c064ee852564ae004fa010/.../$FILE/C2%20-%20Bertrams.PDF
Bertrams, K. (2006) Universités et enterprises: Milieux académiques et industriels en Belgique (1880–1970) (Brussels: Le Cri).
[Note: Section on the Fondation Industrie-Université (FIU) in Brussels and photo of Gaston Deurinck, the Managing Director. Revans was a Fellow in the FIU.]
Bertsch, J. and Zürn P. (1997) Führen und Gestalten: 100 Unternehmergespräche in Baden-Baden (Berlin: Springer).
[Note: Includes an article by Hans Hellwig and a brief biography about him; Revans dedicated his 1971 book Developing Effective Managers to Hellwig. See Chapter 6 for further details.]
Bhandarker, Asha (2008) Shaping Business Leaders: What B-schools don’t do (New Delhi: Sage).
[Note: Calls for more action learning in the curriculum in Indian business schools.]
Boddy, D. (1979) “Some Lessons Learned from an Action Learning Programme”, Journal of European Industrial Training, 3(3), pp. 17–21.
Boddy, D. (1980) “An Action Learning Programme for Supervisors”, Journal of European Industrial Training, 4(3), pp. 10–13.
Boddy, D. (1981) “Putting Action Learning into Action”, Journal of European Industrial Training, 5(5), pp. 39–52.
[Note: Coghill, 1983, p. 277 provides different page numbers: 2–20.]
Boddy, D. (1983) “Supervisory Development”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 83–92.
Boisot, M. and Fiol, M. (1987) “Chinese Boxes and Learning Cubes: Action learning in a cross-cultural context”, in A. Mumford (ed.), “Action Learning”, Journal of Management Development, Special issue in honor of Reg Revans, 6(2), pp. 8–18.
Bolt, J. and Boshyk, Y. (2005) “Using Action Learning for Executive Development”, in J. Bolt (ed.), The Future of Executive Development. s.l.: Executive Development Associates, pp. 86–99.
Boshyk, Y. (2000) “Beyond Knowledge Management: How companies mobilize experience”, in D. Marchand, T. H. Davenport, and T. Dickson (eds.), Mastering Information Management (London: Financial Times/Prentice Hall), pp. 51–8.
Boshyk, Y. (ed.) (2000) Business Driven Action Learning: Global best practices (London/New York: Macmillan/St Martin’s Press).
Boshyk, Y. (2000) “Business Driven Action Learning: The key elements”, in Y. Boshyk, (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. xi–xvii.
Boshyk, Y. (ed.) (2002) Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan).
[Note: Contains contributions from the various “approaches” to action learning and numerous examples from companies, the public service and nongovernmental organizations; geographically, articles cover North and South America, South Africa, Europe, China, South Korea and Japan.]
Boshyk, Y. (2002) “Why Business Driven Action Learning?”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K. and New York: Palgrave Macmillan), pp. 30–52.
Boshyk, Y. (2009) “The Development of Global Executives: Today and tomorrow”, in D. Dotlich, P. Cairo, S. Rhinesmith and R. Meeks (eds.), (2009), The 2009 Pfeiffer Annual: Leadership development (San Francisco: Wiley), pp. 108–26.
Bossert, R. (2000) “Johnson & Johnson: Executive development and strategic business solutions through action learning”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 91–103.
Botham, D. (1995) “Is Action Learning a Cult?”, Action Learning News: The Newsletter of IFAL, 14(3), September, pp. 2–5.
Botham, D. (1998) “The Context of Action Learning: A short review of Revans’ work”, in W. Gasparski and D. Botham (eds.), Action Learning (New Brunswick: Transaction Books), pp. 33–61.
Botham, D. and Vick, D. (1998) “Action Learning and the Program at the Revans Centre”, Performance Improvement Quarterly, 11(2), pp. 5–16.
Botham, D. (2001) The Process of Action Learning and the Procedures of Research. Salford: University of Salford, Revans Institute for Action Learning and Research (Seminar series: paper 3).
Botham, D. (2005) “The Revans Approach to Action learning: Learning to learn by doing”, in S. Reddy, and A. E. Barker (eds.), Genuine Action Learning: Following the spirit of Revans (Hyderabad: ICFAI University Press), pp. 21–8.
Boulden, G. P. and Lowe, J. (1980) Inplant Action Learning. s.l.: Action Learning Associates.
Boulden, G. (1981) “How Action Learning Can Teach Firms”, Management Today, February, pp. 33–6.
Boulden, G. and Lawlor, A. (eds.) (1987) The Application of Action Learning. (Geneva: ILO).
Boulden, G. P. and Safarikova, V. (1997) “Industrial Restructuring in the Czech Republic”, in M. Pedler, (ed.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. 107–16.
Bourner, T. (2000) New Directions in Action Learning (Salford: University of Salford, Revans Institute for Action Learning and Research, Seminar series).
Bowden, B. V. (1955) Faster Than Thought: A symposium on digital computing machines (London: Pitman and Sons).
[Note: Ahead of its time; Revans’ friend from Cambridge University and head, Manchester College of Science and Technology at this time, recruiting Revans to this College in 1955.]
Bowden, Lord Vivien (1980) “Action Learning in the Lords”, Newsletter 6 (The Action Learning Trust), pp. 6–7.
Boydell, T. (1976) “Experiential Learning”, Manchester monograph 5 (Manchester: Department of Adult Education, University of Manchester).
Brassard, C. (2002) “Learning in Action: Accelerating the development of highpotential executives in the Canadian Public Service”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K. and New York: Palgrave Macmillan), pp. 133–51.
Braun, W. (2000) “DaimlerChrysler: Global leadership development using action-oriented and distance-learning techniques”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 3–13.
Brooks, A. K. (1988) “Educating Human Resource Development Leaders at the University of Texas at Austin: The use of action learning to facilitate university-workplace collaboration”, Performance Improvement Quarterly, 11(2), pp. 48–58.
Brown, B. F. (1963) The Non-Graded High School (New York: Prentice-Hall).
[Note: Revans mentioned in private correspondence that the author was discussing “the learning equation almost at the very same time as I was into it”.]
Brown, N. (1983) “Improving Management Morale and Efficiency”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 93–104.
Brummer, A. and Cowe, R. (1998) Weinstock: The life and times of Britain’s premier industrialist (London: HarperCollins).
Burgoyne, J. G. (2001) “The Nature of Action Learning: What is learned about in action learning” (Salford: University of Salford, Revans Institute for Action Learning and Research, Seminar series).
Burke, W. W. (1978) The Cutting Edge: Current theory and practice in organization development (La Jolla, CA: University Associates).
Burke, W. W. (1987) Organization Development: A normative view (Reading, MA: Addison-Wesley).
[Note: Good on the origins of OD.]
Burke, W. W. (2006) “Where Did OD Come From?”, in J. V. Gallos (ed.), Organization Development: A Jossey-Bass Reader (San Francisco: Jossey-Bass), pp. 13–38.
Burke, W. W. (2008) “A Contemporary View of Organization Development”, in T. G. Cummings (ed.), Handbook of Organization Development (Los Angeles: Sage Publications), pp. 13–38.
Byrd, S. and Dorsey, L. (2002) “Getting to the Future First and the E-Business Leadership Challenge: Business driven action learning at Lilly”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 110–22.
Casey, D. (1975) “A Diagnostic Model for the OD Consultant”, Journal of European Training, 4(1), pp. 33–41.
Casey, D. (1976) “The Emerging Role of Set Adviser in Action Learning Programmes”, Journal of European Training, 5(3), pp. 3–14.
Casey, D. (1977) “Reflections of a Set Adviser”, ALT Newsletter, 1.
[Note: No page numbers on the newsletter.]
Casey, D. (1978) “Project Training for Managers — The underlying paradox”, Journal of European Industrial Training, 2(5).
Casey, D. (1980) “Transfer of Learning — There are two separate problems”, in J. Beck and C. Cox (eds.), Advances in Management Education (Chichester: Wiley).
Casey, D. (1983) “Day Release for Chief Executives”, Personnel Management, 15(6), July, pp. 30–3.
Casey, D. (1987) “Breaking the Shell that encloses Your Understanding”, in A. Mumford (ed.), “Action Learning”, Journal of Management Development, Special issue in honor of Reg Revans, 6(2), pp. 30–7.
Casey, D. (1993) Managing Learning in Organisations (Milton Keynes: Open University Press).
Casey, D. (1997) “The Role of the Set Advisor”, in M. Pedler (ed.), Action Learning in Practice, 3rd edn, pp. 209–20.
[Note: Adapted from Casey (1976) and then republished in M. Pedler, 1983, 1st edn, Action Learning in Practice.]
Casey, D. (1997) “The Shell of Your Understanding”, in M. Pedler (ed.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. 221–8.
Casey, D. and Pearce, D. (eds.) (1977) More than Management Development: Action learning at GEC (New York: AMACOM).
[Note: An excellent example of Revans’ approach to action learning in the business community with the General Electric Company, U.K.; for a review of this book see, Education and Training, 20( 7), July/August, 1978.]
Caulkin, S. (1995) “A Past Master Passes Muster: Lord Weinstock and Sir Peter are fans of unsung UK management guru Reg Revans”, The Observer, 30 April, p. 12.
Caulkin, S. (2003) “Reg Revans: Inspired management thinker of ‘action learning’”, The Guardian, 8 March.
[Obituary, accessed 11 November, 2009, available at http://www.guardian.co.uk/news/2003/mar/08/guardianobituaries.simoncaulkin]
Cell, E. (1984) Learning to Learn from Experience (Albany, NY: State University of New York Press).
Cederholm, L. (2002) “Tibetan Buddhism and the Action reflection Learning Philosophy”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 268–81.
Checkland, P. and Poulter, J. (2007) Learning for Action: A short definitive account of soft systems methodology, and its use for practitioners, teachers and students (Reading, MA: Wiley).
Chorafas, D. N. (1962) Programming Systems for Electronic Computers (London: Butterworths).
[Note: Dedicated to “Professor Revans”; Revans has a Preface: vii-ix.]
Clutterbuck, D. (1974) “An Egyptian Project for Swapping Managers”, International Management, 29(11), November, pp. 28–34.
[Note: About Ashmawy’s extension of the Nile project.]
Clutterbuck, D. (1976) “Whatever Happened to Action Learning? While the traditional massive projects continue, the future of the technique seems to lie in less ambitious undertakings”, International Management, 31(11), November, pp. 47–9.
[Note: Very good article on the evolution of the “classic” principles and practices due to company demands and realities; also on the ALP team; future adaptability is inevitable says the author.]
Clutterbuck, D. and Crainer, S. (1990) Makers of Management: Men and women who changed the business world (London: Guild Publishing).
[Note: On Revans (pp. 124–7); described as “the bitterest of gurus” (p. 124); called by Igor Ansoff, ‘an amazing and underestimated man’ (p. 127).]
Coghill, N. F. (1983) “A Bibliography of Action Learning”, in M. Pedler (ed.), Action Learning in Practice (Aldershot: Gower), pp. 277–83.
[Note: Very good bibliography.]
Coghill, N. F. and Stewart, J. S. (1998) The NHS: Myth, Monster or Service? Action learning in hospital (Salford, U.K.: Revans Centre for Action Learning and Research).
[Note: Nelson Coghill was a long time collaborator with Revans on health care projects.]
Cole, R. E. (1989) Strategies for Learning: Small-group activities in American, Japanese and Swedish Industry (Berkeley: University of California Press).
[Note: Well-written and researched analysis of the “Americanization” of small-group learning (similar to the “Americanization” of action learning) and of relevance to Revans’ practice and ideas but Revans not mentioned.]
Comfort, W. W. (1968) Just Among Friends: The Quaker way of life, 5th and revised edn (Philadelphia: American Friends Service Committee).
Commemoration of the life of Lord Bowden of Chesterfield 1910–1989 (1989) (Manchester: University of Manchester, Institute of Science and Technology).
Commonwealth Fund (1990) Directory of Commonwealth Fund Fellows and Harkness Fellows, 1925–1990 (New York: Commonwealth Fund).
[Note: Mention of Revans and includes his resume.]
Conference on the Education of the Young Worker (1950) The Education of the Young Worker: Report of the Second Conference held at Oxford in July 1949 under the auspices of the University Department of Education (Oxford University Press for King George’s Jubilee Trust).
[Note: Revans has an introductory article, “Why we held our conference.”]
Corfield, K. and Penney, M. (1983) “Action Learning in the Community”, in M. Pedler, (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 119–26.
Cortazzi, D. and Baquer, A. (1972) Action Learning: A guide to its use for hospital staff based on a pilot study in co-ordination in hospitals for the mentally handicapped. S.l.[London]: King’s Fund Hospital Centre.
[Note: The British Library catalogue indicates that this material had no place or date of publication. Coghill, 1983, p. 278, provided this information. If correct, besides Revans, 1972 and Nancy Fox, 1972, this would have been one of the first times “action learning” as term used in a publication, albeit an internal one.]
Crainer, S. (1996) Interview with Reg Revans, Financial Times, 12 April.
Cranwell, B. (1983) “Action Learning in the Community”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 127–40.
Cumming, J. and Hall, I. (2001) Achieving Results through Action Learning: A Practitioner’s Toolkit for Developing People (Maidenhead, U.K.: Peter Honey Publications).
Cunningham, I. (1987) “When Is It Action Learning?”, Newsletter 6(3), November, International Foundation for Action Learning, p. 18.
Cunningham, I., Dawes, G., and Bennett, B. (2004) The Handbook of Work Based Learning (Aldershot: Gower).
Davey, C. L., Powell, J. A. C., and Powell, J. E. (2004) “Innovation, Construction SMEs and Action Learning”, Engineering, Construction and Architectural Management, 11(4), pp. 230–7.
Davids, B. N., Aspler, C., and McIvor, B. (2002) “General Electric’s Action Learning Change Initiatives: Work-out and the change acceleration process”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K. and New York: Palgrave Macmillan), pp. 76–89.
De Loo, I. and Verstegen, B (2001) “New Thoughts on Action Learning”, Journal of European Industrial Training, 25(2,3,4), pp. 229–34.
Dennis, C., Cederholm, L., and Yorks, L. (1996) “Learning Your Way to a Global Organization: Grace Cocoa”, in: Victoria J. Marsick and Karen. E. Watkins (eds.), in G. Deurinck, (1987), “University and Enterprise: Facing a new era”, IMD Journal, 3, pp. 1–3.
Dierk, U. and Saslow, S. (2005) “Action Learning in Management Development Programs”, Chief Learning Officer, May, pp. 20–5.
Dilworth, R. L. (1996) “Action Learning: Bridging academic and workplace domains”, Employee Counselling Today, 8(6), pp. 48–56.
Dilworth, R. L. (1998) “Action Learning in a Nutshell”, Performace Improvement Quarterly, 11(1), pp. 28–43.
Dilworth, R. L. (1998) “Action Learning at Virginia Commonwealth University: Blending action, reflection, critical incident methodologies, and portfolio assessment”, Performance Improvement Quarterly, 11(2),pp. 17–33.
Dilworth, R. L. (ed.) (1998) Performance Improvement Quarterly, 11(1) and 11(2), Special issues on Action Learning.
Dilworth, R. L. (2005) “Creating Opportunities for Reflection in Action Learning: Nine important avenues”, in S. Reddy and A. E. Barker (eds.), Genuine Action Learning: Following the spirit of Revans. Hyderabad: ICFAI University Press, pp. 88–113.
Dingle, H. (1954) The Sources of Eddington’s Philosophy (Cambridge: Cambridge University Press).
Dixon, M. (1971) “David, Goliath and Dr. Revans: [European] Management Education Conference”, Financial Times, 8 January, D15.
Dixon, N. M. (1997) “More Than Just a Task Force”, in M. Pedler (ed.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. 329–37.
[Note: Discusses what she terms the “modified or perhaps Americanized version of Action Learning”.]
Dixon, N. M. (1999) Organization Learning Cycle (Aldershot: Gower).
[Note: “This book is dedicated to Reg Revans whose thinking has been so far ahead of his time, that after 50 years, the world is only just catching up.”]
Dixon, N. M. (2000) “Talk, Authenticity and Action Learning in the Learning Organization: Dialogue at work”, The Learning Organization: An international journal. 7(1), pp. 42–7.
Dobinson, C. H., (ed.) (1951) Education in a Changing World: A symposium (Oxford: Clarendon Press).
[Note: Includes an article by Revans.]
Donnenberg, O. (ed.) (1999) Action Learning: Ein Handbuch (Stuttgart: KlettCotta).
Dotlich, D. L. and Noel, J. (1998) Action Learning: How the world’s top companies are re-creating their leaders and themselves (San Francisco: Jossey-Bass).
[Note: See Noel and Dotlich, 2008 for an “update” to this publication.]
Drieghe, L. (1990) Action Learning: een biografie van Reginald William Revans: een overzicht van theorie en experimenten. [s.l.]: [s.n.]. Licentiate Exordium.
[Note: Doctoral thesis in Flemish on the History of Action Learning. “Largely biographical description” of by a doctoral candidate from the University of Ghent (Gand) Belgium, stated Revans.]
Driehuis, M. (1997) De lerende adviseur: een onderzoek naar intercollegiaal consult in organisatieadvisering (Delft: Eburon).
[Note: English translation reads, The Learning Consultant: Research into Action Learning in Organization Consulting.]
Edmonstone, J. (2003) The Action Learner’s Toolkit (Aldershot: Gower).
Eglin, R. (1977) “Reg Revans: Business schools come under fire from action man”, Industrial Management, May, pp. 25–7.
Engwall, L. and Zamagni, V. (eds.) (1998) Management Education in Historical Perspective (Manchester: Manchester University Press).
European Foundation for Management Development (1996) Training the Fire Brigade: Preparing for the Unimaginable (Brussels: European Foundation for Management Development).
[Note: Some background history about the European Association of Management Training Centres with which Revans was associated as President and then Fellow.]
“Executive Swapping in Europe” (1971) DUNS Review, International Business, 97, March, p. 77.
[Note: On the Belgian experience.]
Foy, N. (1972) “The Maverick Mind of Reg Revans”, Management Today, November, pp. 79, 81, 163, 168.
[Note: An excellent overview of Revans’ work and thinking; also, the first time the term “action learning” is used in a published form by someone other than Revans (who himself introduced the term earlier in the same year).]
Foy, N. (1975) The Sun Never Sets on IBM: The culture and folklore of IBM world trade (New York: Morrow).
[Note: Included is a quote from Revans on IBM’s use of the “penalty box” to punish executives for their mistakes.]
Foy, N. (1977) “Action Learning Comes to Industry”, Harvard Business Review, 55(5), September–October, pp. 158–68.
[Note: The first time a largely U.S. and influential readership is introduced to Revans’ action learning programs and approach in a major journal.]
Foy, N. (1977) “The Union Man Learns Action”, Management Today, October, pp. 25–38.
Foy, N. (1979) “Management Education — Current Action and Future Needs: A summary of research into the requirements of british management education in the eighties”, Journal of European Industrial Training, 3(2), pp. 1–28.
[Note: A very thoughtful and perceptive overview that is still relevant today.]
Foy, N. (1980) The Yin and Yang of Organizations (New York: William Morrow).
[Note: Reference to Revans as an “eccentric”; much on action learning and positive assessment of it as well.]
Foy, N. (1994) Empowering People at Work (Aldershot: Gower).
[Note: References to Revans.]
Freedman, N. J. (2000) “Philips and Action Learning Programs: From training to transformation”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 123–33.
Freire, P. (1970) Pedagogy for the Oppressed (New York: Continuum).
Garratt, R. (1976) The Developing Use of Action Learning in Urban and Rural Development. s.l.: ALP [Action Learning Projects] International.
[Note: Garratt was involved with Revans in Action Learning Projects International in 1974.]
Garratt, R. (1980) Management Behavior: Individuals and groups. A primer on action learning sets, a basic guide for set advisers (Rugby, England: Action Learning Associates).
Garratt, R. (1983) “The Role of the Learning Group Adviser: A process of phased redundancy?”, Management Education and Development, 14(3), pp. 201–7.
Garratt, R. (1983) “The Power of Action Learning”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 23–38.
[Note: Reprinted in the 1997, 3rd edn of the book.]
Garratt, R. (1987) “Learning is the Core of Organisational Survival: Action learning is the key integrating process”, in A. Mumford (ed.), “Action Learning”, Journal of Management Development, Special issue in honor of Reg Revans, 6(2), pp. 38–44.
Garratt, R. (1987) The Learning Organization: And the need for directors who think (London: Fontana).
Gasparski, W. W. and Botham, D. (eds.) (1998) Action Learning. Praxiology: The International Annual of Practical Philosophy and Methodology (New Brunswick, NJ: Transaction Publishers).
Gay, P. (1983) “Action Learning and Organizational Change”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 153–64.
Gellerman, S. W. (1966) The Management of Human Relations (Hinsdale, IL: Dryden Press).
[Note: The author was part of the IBM World Trade Corporation. Discusses Revans’ research with hospitals and stresses the applicability and the need for good communications within a firm and organization.]
Gilbert, R. V. (1979) “Action Learning Down Under Comes Out On Top”, Education and Training, 21(10), pp. 315–16.
Gilbert, R. V. (1991) Reglomania: The curse of organisational reform and how to cure it. London: Prentice Hall.
[Note: Used action learning as chief executive in the Department of Housing, Victoria State Government in Australia; see his articles in Coghill’s bibliography (1983).]
Gothenburg City Education Committee (1992) Farrington, Freire, Revans, Sapp: Four of the main speakers at the 2nd International Conference of Educating Cities, 25–27 November, 1992 in Gothenburg, Sweden (Gothenburg: Gothenburg City Education Committee).
Gourvish, T. R. and Tiratsoo, N. (eds.) (1998) Missionaries and Managers: American influences on European management education, 1945–60 (Manchester: Manchester University Press).
Grayson, C. J. (1973) “Management Science and Business Practice”, Harvard Business Review, July–August, pp. 41–9.
Gregg-Logan, A. (2002) “Business Driven Action Learning Catches on All Over the World”. Accessed 11 November, 2009, [available at http://www.distance-educator.com/Article6809.phtml]
Greiner, L. E. (1977) “Reflections on OD American Style”, in C. L. Cooper (ed.), Organizational Development in the UK and USA (London: Macmillan), pp. 65–82.
Greville, M. R. (2000) “Facilitating Leadership Development through High Performance Teamwork”, in Yury Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 191–9.
Guillon, P., Kasprzyk, R., and Sorge, J. (2000) “Dow: Sustaining Change and Accelerating Growth through Business Focused Learning”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 14–28.
Handy, C., Gordon, C., Gow, I., and Randlesome, C. (1988) Making Managers: A report on management education, training and development in the USA, West Germany, France, Japan and the UK (London: Pitman).
[Note: Highly complimentary of Revans.]
Hanika, F. de P. (1960) “The Role of Management Sciences in Training and Education for Management”, Paper presented at Management Sciences. Models and Techniques, Proceedings of the Sixth International Meeting of the Institute of Management Sciences, at London.
[Note Reference to Revans’ management and scientific method 1958, including summary of his main points (p. 427).]
Hanson, K. H. (2000) “Motorola: Combining business projects with learning projects”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 104–22.
Harman, P. and Mitton S. (2002) Cambridge Scientific Minds (Cambridge: Cambridge University Press).
Harries, J. M. (1983) “Developing a Set Adviser”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 217–26.
Hauser, B. (2008) Action Learning im Management Development: Eine vergleichende Analyse von Action-Learning Programmen zur Entwicklung von Führungskräften in drei verschiedenen Unternehmen (Munich: Rainer Hampp Verlag).
Heald, G. (ed.) (1970) Approaches to the Study of Organizational Behavior: Operational research and the behavioral sciences (London: Tavistock).
[Note: Revans’ article, “The Managerial Alphabet” is included.]
Hellwig, H. and Bertsch, J. (1997) “Usprung und Werden einer Erfolgsgeschichte”, in J. Bertsch and P. Zürn (eds.), Führen und Gestalten: 100 Unternehmergespräche in Baden-Baden (Berlin: Springer), pp. 13–24.
[Note: Revans’ book, Developing Effective Managers (1971) was dedicated to Hans Hellwig, a fellow member of the European Association of Management Training Centres. It then merged with another organization to form the European Foundation for Management Development in 1971. Includes a brief biography of Hellwig.]
Heron, J. (1999) The Complete Facilitator’s Handbook (London: Kogan Page).
Hicks, S. (2002) “How Companies Plan and Design Action Learning Management Development Programmes in the United States: Lessons from practice”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 55–75.
Honjo Nakano M. (2002) “Business Driven Action Learning in Japan”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 260–7.
Horan, J. (2007) “Business Driven Action Learning: A powerful tool for building world-class entrepreneurial business leaders”, Organization Development Journal, 25(3), pp. 75–80.
Holman, P. G. and Coghill, N. F. (1987) Disruptive Behaviour in Schools! Causes, treatment and prevention (Bromley, U.K.: Chartwell-Bratt).
[Note: Contains a section on action learning in Appendix 2; preface by Revans; with mention of Revans and Coghill’s involvement with the International Foundation for Action Learning (IFAL).]
Honey, P. and Mumford, A. (1982) Manual of Learning Styles, 1st edn (Maidenhead: Peter Honey).
Honey, P and Mumford, A. (1986) Using Your Learning Styles (Maidenhead: Honey).
Hosta, R. (2000) “IBM: Using business driven action learning in a turnaround”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/ New York: Macmillan Business/St Martin’s Press), pp. 76–90.
Hughes, M. J. (1983) “The Mixed Set”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 73–82.
Inglis, Scott (1994) Making the Most of Action Learning (London: Gower).
Isaacson, B. (2002) “Action Learning Beyond Survival: A South African journey”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 229–45.
Isaacson, W. (2007) Einstein: His Life and Universe (New York: Simon & Schuster).
Keeble, S. P. (1992) The Ability to Manage: A study of British management, 1890–1990 (Manchester: Manchester University Press).
Kensit, D. B. J. (1948) “European Voluntary Workers and their English”, Outlook, July.
[Note: Report on Revans’ project on teaching English to European volunteer miners using action learning. See Chapter 3 in this volume. This was the National Coal Board’s training magazine.]
Kepner, C. H. and Tregoe, B. B. (1975) The Rational Manager: A systematic approach to problem solving and decision making (Princeton: Kepner-Tregoe, Inc).
[Note: Revans’ potential partners for the Action Learning Trust and Revans Action Learning International.]
Khurana, Rakesh (2007) From Higher Aims to Hired Hands. The social transformation of American business schools and the unfulfilled promise of management as a profession (Princeton: Princeton University Press).
[Note: See especially chapter 5, “The Changing Institutional Field in the Postwar Era”: 195–231.]
Kim, P. S., and Jin, J. (2008) “Action Learning and Its Applications in Government: The case of South Korea”, Public Administration Quarterly, 1, July.
Kissel, W. (2000) “Hoffman La Roche and Boehringer Mannheim: Mission Impossible? — Executive development during a takeover”, in Yury Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 65–75.
Kleiner, A. (1996) The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change (New York: Currency).
Knowles, Malcolm S. (1998) The Adult Learner (Houston: Gulf Publishing).
Kolb, David A. (1984) Experiential Learning: Experience as the source of learning and development (Englewood Cliffs, NJ: Prentice-Hall).
Kynaston, D. (2007) A World to Build: Austerity Britain, 1945–48 (London: Bloomsbury).
Lackie, G. L. (2000) “Heineken, Shell et al.: Twenty years of consortium action learning”, in Yury Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 55–64.
LaRue, B., Childs, P., and Larson, K. (2006) Leading Organizations from the Inside-Out: Unleashing the collaborative genius of action-learning teams (New York: Wiley).
Larsson, Peter (1985) Chefer lär chefer: action learning fran ord till handling i chefs utbildningen (Stockholm: Liber Förlag).
Lawlor, A. (1973) Works Organisation (London: Macmillan [for] the Institution of Works Managers [Macmillan handbooks in industrial management]).
Lawlor, A. (1983) The Components of Action Learning, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 191–204.
[Note: Republished in the 1997, 3rd edn of this book.]
Lawlor, A. (1985) Productivity Improvement Manual (Westport, CT: Quorum Books).
[Note: Boulden wrote most of the chapter on action learning; some materials by Action Learning Associates, of which Lawlor and Boulden and a few others were members, along with Revans, although at arms length.]
Lawrence, J. (1977) “ALP is Learning Too”, in D. Casey and D. Pierce (eds.), More Than Management Development: Action Learning at GEC (NY: AMACOM), pp. 91–101.
Lawrence, J. (1994) “Action Learning — A Questioning Approach”, in A. Mumford (ed.), Handbook of Management Development, 4th edn (Aldershot: Gower), pp. 209–35.
Lee, Taebok. (2002) “Action Learning in Korea”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K. and New York: Palgrave Macmillan), pp. 249–59.
LeGros, V. M. and Topolosky, P. S. (2000) “DuPont: Business driven action learning to shift company direction”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 29–41.
Lennick, Doug and Kiel, Fred (2005) Moral Intelligence: Enhancing business performance and leadership success (Philadelphia: Wharton School Publishing).
Lessem, R. (1982) “A Biography of Action Learning”, in R. W. Revans, (1982), The Origins and Growth of Action Learning (Bromley: Chartwell-Bratt), pp. 4–17.
[Note: A thoughtful essay on the major themes in Revans life and work.]
Lessem, R. (1983) “Building a Community of Action Learners”, in M. Pedler (ed.), (1983), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 165–72.
Lessem, R. (1994) “The Emerging Businessphere”, in R. Boot., J. Lawrence and J. Morris, Managing the Unknown By Creating New Futures (London: McGraw Hill), pp. 109–23.
[Note: Mention of Revans and the future of action learning.]
Levy, M. (2000) “Sage of Reason”, People Management, pp. 24–6.
[Note: A good summary of Revans’ life.]
Levy, P. (2000) “Organising the External Business Perspective: The role of the country coordinator in action learning programmes”, in Yury Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 206–26.
[Note: A detailed article on how to organize the “outside-in” component for business driven action learning programs.]
Lewis, A. (1983) “An In-Company Programme”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 105–18.
[Note: Also republished in the 1997, 3rd edn]
Lewis, A. and Marsh, W. (1987) Action Learning: The development of field managers in the Prudential Assurance Company, in A. Mumford (ed.), “Action Learning”, Journal of Management Development, Special issue in honor of Reg Revans, 6(2), pp. 45–56.
Likert, R. (1961) New Patterns of Management (New York: McGraw Hill).
Link-up 2 [2]. (2002–2003) Manchester, Revans Institute for Action Learning and Research, Salford University.
[Note: “A publication created by and for individuals who desire to bring together research and practical experience”. This issue contains many tributes to Revans upon his death. See especially the one by Baquer, includes photos of Revans.]
Lindeman, E. C. (1926) The Meaning of Adult Education (New York: New Republic).
McGill, I. and Beaty, L. (2001) Action Learning: A guide for professional, management and educational development, rev. 2nd edn (London: Kogan Page).
McGill, I. and Brockbank, A. (2004) The Action Learning Handbook: Powerful techniques for education, professional development and training (London: Routledge).
McGregor, D. (1961) The Human Side of Enterprise (New York: McGraw-Hill).
McNulty, N. G. (1983) “Action Learning around the World”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 173–87.
Mailick, S., (ed.) (1974) The Making of the Manager: A world view (Garden City, New York: United Nations Institute for Training and Research (UNITAR) and Anchor Press/Doubleday).
[Note: Contains an article by Revans.]
Maital, S., Cizin, S., Gilan, G., and Ramon, T. (2002) “Action Learning and National Competitive Strategy: A case study on the Technion Institute of Management in Israel”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K. and New York: Palgrave Macmillan), pp. 208–28.
Malinen, A. (2000) Towards the Essence of Adult Experiential Learning: A reading of the theories of Knowles, Kolb, Mezirow, Revans and Schön (Jyväskylä, Finland: SoPhi, University of Jyväskylä).
Mansell, C. (1975) “How GEC Learns Action”, Management Today, May, pp. 62, 134, 136, 138.
Mant, A. (1969) The Experienced Manager: A major resource (London: British Institute of Management).
Mant, A. (1977) The Rise and Gall of the British Manager (London: Macmillan).
[Note: Positive references to Reg Revans citing the Belgian experience.]
Margerison, C. (1978) “Action Research and Action Learning in Management Education”, Journal of European Industrial Training, 2(6), pp. 22–5.
Margerison, C. (2003) “Memories of Reg Revans, 1907–2003”, Organisations and People, 10(3), August, pp. 2–7.
[Note: On Revans and the International Management Centre; personal and interesting on the man and his style as well.]
Marquardt, M. J. (1999) Action Learning in Action: Transforming problems and people for world-class organizational learning (Palo Alto: Davies-Black).
Marquardt, M. J. (2004) Optimizing the Power of Action Learning (Palo Alto: Davies-Black).
Marquardt, M. J. (2004) “The Power of Learning in Action Learning: A conceptual analysis of how the five schools of adult learning theories are incorporated within the practice of action learning”, Action Learning: Research and Practice, 1(2), pp. 185–202.
Marquardt, M. J., Skipton L. H., Freedman, A. M. and Hill, C. C. (2009) Action Learning for Developing Leaders and Organizations: Principles, strategies, and cases (Washington: American Psychological Association).
Marrow, A. J. (1969) The Practical Theorist: The life and work of Kurt Lewin (New York: Basic Books).
Marsick, V. J. and Cederholm, L. (1988). Developing Leadership in International Managers: An Urgent Challenge! The Columbia Journal of World Business 23(4), pp. 3–11.
Marsick, V. J. (1990) “Action Learning and Reflection in the Workplace”, in J. Mezirow et al. (eds.), Fostering Critical Reflection in Adulthood: A guide to transformative and emancipatory learning (San Francisco: Jossey-Bass, pp. 23–46).
Marsick, V. J., Cederholm, L., Turner, E., and Pearson, T. (1992) “Action-Reflection Learning”, Training and Development, August, pp. 63–6.
Marsick, V. J. and Sauquet, A. (2000) Learning Through Reflection, in M. Deutsch and P. Coleman (eds.), Handbook of Conflict Resolution: Theory and practice. San Francisco: Jossey-Bass: 382–99.
Marsick, V. J. (2002) “Exploring the Many Meanings of Action Learning and ARL”, in L. Rohlin, K. Billing, A. Lindberg and M. Wickelgren (eds.), Earning While Learning in Global Leadership (Lund, Sweden: Studentlitteratur), pp. 297–314.
Maslow, A. H. (1970) Motivation and Personality (New York: Harper & Row).
Memorandum and Articles of Association of Action Learning Projects International Ltd. (Manchester: Hutton, Hartley & Co. Ltd, [c. 1974])
Mercer, S. (2000) “General Electric’s Executive Action Learning Programmes”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 42–54.
Mercer, S. (2000) “General Electric Executive Learning Programmes: Checklist and tools for action learning teams”, in Y. Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 179–90.
Mezirow, J. (1991) Transformative Dimensions of Adult Learning (San Francisco: Jossey-Bass).
Miles, D. H. (2003) The 30-Second Encyclopedia of Learning and Performance: A trainer’s guide to theory, technology and practice (New York: American Management Association).
Miles, M. B. (1981) Learning to Work in Groups: A practical guide for members and trainers, 2nd edn (New York: Teacher’s College, Columbia University).
[Note: Very good introduction on how project work in management programs evolved.]
Mintzberg, H. (2004) Managers Not MBAs: A hard look at the soft practice of managing and management development (San Francisco: Berrett-Koehler).
[Note: See especially chapter 10, on an action learning program for younger managers.]
Mollet, G. (2000) “Volkswagen: Action Learning and the Development of High Potentials”, in Yury Boshyk (ed.), Business Driven Action Learning: Global best practices (London/New York: Macmillan Business/St Martin’s Press), pp. 152–65.
Morris, J. (1974) “Experiences of the Newer Management Training Techniques in Britain”, in S. Mailick, The Making of the Manager: A world view (New York: Anchor), pp. 93–118.
Morris, J. (1977) “Tacking down the Middle: Ten years of organizational development by a British business school”, in Cary L. Cooper (ed.), Organizational Development in the UK and the USA (London: Macmillan), pp. 5–30.
[Note: Mention of Revans.]
Morris, J. (1975) “Reflections on Management Education in Britain”, Quarterly Journal of Administration, Institute of Administration, University of Ife, Ile-Ife, Nigeria, October, pp. 13–23.
Morris, J. (1986) “The Learning Spiral”, in A. Mumford (ed.), Handbook of Management Development, 2nd edn (Aldershot: ower), pp. 183–96.
Morris, J. (1987) “Action Learning: Reflections on a process”, in A. Mumford (ed.), “Action Learning”, Journal of Management Development, Special issue in honor of Reg Revans, 6(2), pp. 57–70.
Morris, J. (1994) “Development Work and the Learning Spiral”, in A. Mumford (ed.), The Gower Handbook of Management Development, 4th edn (Aldershot: Gower), pp. 127–38.
Muggeridge, M. (1940) The Thirties, 1930–1940, in Great Britain (London: Hamish Hamilton).
Mumford, A. (1979) “Self-development — Flavour of the month?”, Journal of European Industrial Training, 3(3), pp. 13–15.
Mumford, A. (1980) Making Experience Pay: Management success through effective learning (London: McGraw-Hill).
Mumford, A. (1983) “Emphasis on the Learner: A new approach”, Industrial and Commercial Training, 15(11), pp. 342–4.
Mumford, A. (ed.) (1984) Insights into Action Learning (Bradford: MCB University Press).
Mumford, A. (1989) Management Development: Strategies for action (London: Institute of Personnel Management).
Mumford, A. (1991) “Learning in Action”, Personnel Management, 23(7), July, pp. 34–7.
[Note: Mumford’s views on action learning.]
Mumford, A. (ed.) (1987) “Action Learning”, Journal of Management Development, Special issue in honor of Reg Revans, 6(2).
Mumford, A. (1992) “New Ideas on Action Learning”, in Approaches to Action Learning: Papers delivered at a private seminar on Thursday 14th November 1991 at the King’s Fund Centre (London. Keele: Mercia Publications).
Mumford, A. (1994) Gower Handbook of Management Development, 4th edn (Aldershot: Gower).
Mumford, A. (1995) “Making the Most of Action Learning”, Journal of European Industrial Training, 19(5), p. v.
Mumford, A. (1995) “Managers Developing Others Through Action Learning”, Industrial and Commercial Training, 27(2), pp. 19–27.
Mumford, A. and Honey, P. (1986) Manual of Learning Styles (Maidenhead: Peter Honey Publications).
Mumford, A., (ed.) (1997) Action Learning at Work (Aldershot: Gower).
Mumford, A. (1997) “A Review of the Literature”, in M. Pedler (ED.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. 373–92.
[Note: Third literature review of the topic by the author since 1985; very good bibliography.]
Mumford, E. (1999) “Routinisation, Re-engineering, and Socio-technical Design. Changing ideas on the organisation of work”, in W. L. Currie and B. Galliers (eds.), Rethinking Management Information Systems (Oxford: Oxford University Press), pp. 28–44.
[Note: Good background on the Tavistock Institute, small groups; the author was Emeritus Professor of Organizational Behaviour at Manchester Business School at the time of publication.]
Musschoot, F. (1973) Action Learning in Small Enterprises: A consideration of action learning and the development of managers in small enterprises (Ghent: for the University of Ghent by ALP [Action Learning Projects] International Publications).
Noel, J. L. and Charan, R. (1988) “Leadership Development at GE’s Crotonville”, Human Resource Management, 27(4), pp. 433–49.
Noel, J. L. and Charan, R. (1992) “GE brings Global Thinking to Light”, Training and Development, 46(7), pp. 28–33.
[Note: The original manuscript read as “Action learning: How GE develops global business leaders” and included Stephen R. Mercer as a co-author.]
Noel, J. L. and Dotlich, D. L. (2008) “Action Learning: Creating leaders through work”, in J. L. Noel and D. L. Dotlich (eds.), The 2008 Pfeiffer Annual: Leadership development (San Francisco: Wiley), pp. 239–47.
O’Neil, J., Arnell, E., and Turner, E. (1996) “Earning While Learning”, in K. E. Watkins and V. J. Marsick (eds.), In Action: Creating the learning organization (Alexandria, VA: American Society for Training and Development), pp. 153–64.
O’Neil, J. and Lamm, S. L. (2000) “Working as a Learning Coach Team in Action Learning”, New Directions for Adult and Continuing Education, Fall; 87, pp. 43–52.
O’Neil, J. and Marsick, V. J. (2007) Understanding Action Learning: Theory into practice (New York: AMACOM).
O’Neil, K. (1996) “Action Learning in Northern Ireland”, in Training the Fire Brigade, edited by the EFMD, pp. 170–7.
Odebrecht, Norberto (1985) Survival, Growth, and Perpetuity (Salvador, Brazil: Emilio Odebrecht Foundation).
[Note: One of Brazil’s executive leaders, owner of its largest engineering and construction company, outlines his learning philosophy as “Learning through work”. First Portuguese edition published in 1983.]
Parker, P. (1989) For Starters: The business of life (London: Jonathan Cape).
[Note: Sir Peter Parker was a supporter of Revans; Parker advocated the creation of business schools and a better understanding by managers of the external environment; he led several institutions of which Revans was a part — for example, the British Institute of Management.]
Pearce, D. (1983) “The Role of the Personnel Specialist”, in M. Pedler, (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 239–50.
Pearce, D. (1997) “Getting Started”, in M. Pedler, (ed.), Action Learning in Practice, 3rd edn (Aldershot: Gower), pp. 355–71.
[Note: Also in the 1st edn, 1983.]
Pearce, D. and Williams, E. (2009) Action Learning for Innovation and Change: Welsh farming families (Aberystwyth: Menter a Busnes).
Pearson, R. (2002) “Strategic Change Management at Merck Hong Kong: Building a high performing executive team using action reflection learning”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 282–91.
Pedler, M. J. (1973) “Industrial Relations Training on the Shop Floor”, Journal of European Training, 2(3), pp. 214–27.
Pedler, M. (1974) “An Action Research Approach to Training Interventions”, Management Learning, 5, pp. 54–67.
Pedler, M. (1974) “Learning in Management Education”, Journal of European Training, 3(3), pp. 182–94.
Pedler, M., Lawlor, A. et al. (1977) “Report of the Sheffield Action Learning Clinic”. s.l.: Yorkshire and Humberside Regional Management Centre, in association with the Institution of Works Managers.
Pedler, M. (1980) “Group Learning Set — Midlands textile training group”, Newsletter 6. The Action Learning Trust, pp. 8–13.
Pedler, M. (1980) “Book review of Action Learning: New Techniques for Action Learning by R.W. Revans”, Management Education and Development, 11, pp. 219–23.
[Note: A very insightful article on Revans the man and his work.]
Pedler, M. (1981) “The Diffusion of Action Learning”, Occasional Paper. 2, A joint project by the Departments of Management Studies of Sheffield City Polytechnic and Teeside Polytechnic funded by the Training Services Division of the Manpower Services Commission.
Pedler, M. (1983) “Transatlantic Virus threatens British Ethical Standards”, Management Education and Development, 14(3), pp. 197–200.
Pedler, M. (ed.) (1983) Action Learning Practice, 1st edn (Aldershot: Gower).
[Note: A very useful compendium of articles, many contributed by those who worked directly with Revans. Subsequent editions of this work did not include about half of these articles.]
Pedler, M. (1983) “On the Difference between P and Q”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 55–61.
Pedler, M. (1983) “Another View at Set Advising”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 227–38.
Pedler, M. (1984) “Management Self-development”, in B. Taylor and G. Lippitt (eds.), Management Development and Training Handbook, 2nd edn (London: McGraw-Hill), pp. 336–49.
Pedler, M. and Boutall, J. (1992) Action Learning for Change: A resource book for managers and other professionals. National Health Service Training Directorate (NHSTD) (Bristol: NHSTD), pp. 36.
Pedler, M., Burgoyne, J., and Boydell, T. (1997) The Learning Company: A Strategy for Sustainable Development (London: McGraw-Hill).
Pedler, M. (ed.) (1997) Action Learning in Practice. 3rd and revised edn (Aldershot: Gower).
[Note: A very valuable source with some articles written by those who worked with Revans. Note that the 1st edn in 1983 has many articles not included in the 1997 edn and they are a rich source on action learning.]
Pedler, M. (1997) “Managing as Moral Art”, in M. Pedler (ed.), Action Learning in Practice. 3rd edn (Aldershot: Gower), pp. 31–40.
Pedler, Mike. (1999) “Eine Begegnung mit Reginald Revans”, in O. Donnenberg (ed.), Action Learning: Ein Hanbuch (Stuttgart: Klett-Cotta), pp. 16–27.
Pedler, Mike. (2003) “A Tribute to Reg Revans”, Linkup, 2(2), p. 5.
Pedler, M., Burgoyne, J., and Bodell, T. (1978) A Manager’s Guide to Self-Development (London: McGraw-Hill).
Pedler, M., Burgoyne, J., and Brook, C. (2005) “What Has Action Learning Learned to Become?”, Action Learning: Research and Practice, 2(1), pp. 49–68.
Note: An opinionated and somewhat misleading article on what constitutes “true” action learning. Nevertheless, worth reading.
Pedler, M. (2008) Action Learning for Managers, 2nd edn (Aldershot: Gower). “People and Organisations in Action Learning” (1983), in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 283–7.
Pettigrew, A. (1975) “Strategic Aspects of the Management Specialists Activity”, Personnel Review, 4(1), pp. 160–75.
Piaget, J. (1977) Psychology and Epistemology: Towards a theory of knowledge. (London: Penguin).
[Note: Revans comments on this work and the one below, in Revans (1982).]
Piaget, Je. (1977) Science and Education and the Psychology of the Child (London: Penguin).
Pike, J. (1983) “Action Learning on an Academic Course”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 141–52.
Platt, Robert (1972) Private and Controversial (London: Cassell).
Prestoungrange, G., [Willis, G.,] and Margerison, C. (1999) Multinational Action Learning at Work (Buckingham: Action Learning Institute for the Association of International Management Centres).
Raelin, Joseph A. (2008) Work-Based Learning: Bridging knowledge and action in the workplace (San Francisco: Jossey-Bass).
Raiser, K. and Gould, R. M. (2002) “Changing the Rules of the World Council of Churches: Action learning as large-scale system change”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 184–99.
Reddy, S. and Barker, A. E. (eds.) (2005) Genuine Action Learning: Following the spirit of Revans (Hyderabad: ICFAI University Press).
Reinholdsson, A. (2002) “Northern Light: A survey of action learning in the Nordic region of Europe”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 163–72.
Rice, A. K. (1965) Learning for Leadership: Interpersonal and intergroup relations (London: Tavistock).
Rigg, C. (2006) “Developing Public Service: The context for action learning”, in C. Rigg and S. Richards (eds.), Action Learning, Leadership and Organizational Development in Public Services (London: Routledge), pp. 1–11.
Rigg, C. (2006) “Understanding the Organizational Potential of Action Learning”, in C. Rigg, and S. Richards (eds.), Action Learning, Leadership and Organizational Development in Public Services (London: Routledge), pp. 41–51.
Rigg, C. and Richards, S. (eds.) (2006) Action Learning, Leadership and Organizational Development in Public Services (London: Routledge).
Rimanoczy, I. (2002) “Action Refection Learning in Latin America”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 152–60.
Rimanoczy, I. and Turner, E. (2008) Action Reflection Learning: Solving real business problems by connecting learning with earning (Mountain View, CA: Davies-Black).
Rohlin, L., Skarvad, P.H., and Nilsson, S. A. (1998) Strategic Leadership in the Learning Society (Vasbyholm: MiL Publishers).
Rohlin, L., Billing, K., Lindberg, A., and Wickelgren, M. (eds.) (2002) Earning While Learning in Global Leadership: The Volvo MiL partnership (Lund: MiL Publishers).
Rohlin, L. (2002) “The Story of MiL”, in L. Rohlin et al., pp. 17–22.
Rolland, N. (2002) “Strategic Executive Learning and Development in French Multinationals”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K. and New York: Palgrave Macmillan), pp. 173–83.
Rothwell, W. J. (1999) The Action Learning Guidebook: A real-time strategy for problem solving, training design, and employee development (San Francisco: Jossey-Bass).
[Note: No relationship to Revans, and clearly in the category of the “modified and perhaps Americanized version of action learning”. Useful checklists of program items used in this approach to action learning.]
Rowbottom, R. W. and Greenwald, H. A. (1962) Understanding Management, with a Preface by Reginald W. Revans (Manchester: Whitworth Press).
Sankaran, S. Dick B., Passfield, R., and Swepson, P. (eds.) (2001) Effective Change Management Using Action Learning and Action Research: Concepts, frameworks, processes, applications (Lismore, Australia: Southern Cross University Press).
Sargent, J. (ed.) (1955) Education and Society: Some studies of education systems in Europe and America (London: Batchworth Press).
[Note: Sargent’s writings in the 1930s made an impact on Revans. For extracts of these writings and Revans’ comments, see Revans, 1982, The Origins, pp. 18–22.]
Sasaki, N. (1981) Management and Industrial Structure in Japan (Oxford: Pergamon).
[Note: Mention of Revans in the introduction.]
Schein, Edgar H. (2008) “From Brainwashing to Organization Therapy: The evolution to organization therapy: The evolution of a model of change dynamics”, in T. G. Cummings (ed.), Handbook of Organization Development (San Francisco: Jossey-Bass), pp. 39–52.
Schön, D. A. (1983) The Reflective Practitioner: How professionals think in action (Aldershot: Ashgate).
Schön, D. A. (1987) Educating the Reflective Practitioner: Toward a new design for teaching and learning in the professions (San Fransisco: Jossey-Bass).
Schumacher, E. F. (1973) Small is Beautiful: Economics as if people mattered (London: Blond & Briggs).
Senge, P. (1990) The Fifth Discipline: The art and practice of the learning organization (New York: Currency Doubleday).
[Note: Popularization of the “learning organization” influenced by the practice and writings of Argyris and Schön, discusses “action science”.]
Senge, P. (1990) The Fifth Discipline: The art and practice of the learning organization. (New York: Currency Doubleday).
Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., and Smith, B. (1999) The Dance of Change: The challenges of sustaining momentum in learning organizations (New York: Currency Doubleday).
Simon, H. A. (1997) Administrative Behaviour: A study of decision-making processes in administrative organizations, 4th edn (New York: Free Press).
[Note: Revans made reference to Simon’s criticism of the “case method”. Updated with extensive new commentaries by the author.]
Smith, P. A. C. and O’Neil, J. (2003) “A Review of Action Learning 1994–2000, Part 1 — Bibliography and comments”, Journal of Workplace Learning, 15(2).
Smith, P. A. C. and O’Neil, J. (2003) “A Review of Action Learning 1994–2000, Part 2 — Signposts into the literature”, Journal of Workplace Learning, 15(4).
[Note: A detailed listing of papers, reports but not books by categories. Available in electronic form at: http://www.tlainc.com/ifalclib.htm]
Snyder, W. M. and Wenger, E. (2004) “Our World as a Learning System: A communities-of-practice approach”, in M. L. Conner and J. G. Clawson (eds.), Creating a Learning Culture: Strategy, technology, and practice (Cambridge: Cambridge University Press).
Stenger, M. M. (2008) Action Learning in der Führungskräfteentwicklung: Allgemeine Grundlagen und Erfolge bei der Anwendung (Berlin: Verlag Dr. Müller).
Strandler, L. (1988) Läroplan 2000 Hommage a Huldebetoon aan Gaston Deurinck (Stockholm: Svenska arbetsgivarefören (SAF)).
Strebel, P. and Keys, T. (eds.) (2005) “Mastering Executive Education: How to combine content with context and emotion”, The IMD Guide (Harlow, England: Financial Times/Prentice Hall).
Sutton, D. (1976) “Teaching and Learning in Management”, Management Education and Development, 17, part 1, April.
Sutton, D. (1977) “Improving Services for the Mentally Handicapped”, ALT [Action Learning Trust] Newsletter, 1.
[Note: No page numbers on the newsletter; perhaps the first issue of the ALT Newsletter.]
Sutton, D. (1977) “The Assumptions of Action Learning”, Manuscript — 2 pages, IFAL Reference 566.
Sutton, D. (1983) “A Range of Applications”, in M. Pedler (ed.), Action Learning in Practice, 1st edn (Aldershot: Gower), pp. 65–72.
[Note: Describes six programs in both the public and private sectors.]
Sutton, D. (1984) “Management Development in the Small Business”, Journal of European Industrial Training, 8(3), pp. 23–8.
Sutton, D. (1989) “Further Thoughts on Action Learning”, Journal of European Industrial Training, 13(3).
Sutton, D. (1990) “Action Learning: In search of P”, Industrial and Commercial Training, 22(1), pp. 9–12.
Sutton, David (1997) “In Search of ‘P’”, in A. Mumford (ed.), Action Learning at Work (Aldershot: Gower), pp. 55–61.
[Note: One of the early collaborators with Revans; originally published in Industrial and Commercial Training, 22(1), 1990.]
Swepson, P., Dick, B., Zuber-Skerrit, O., Passfield, R., Carroll, A. M., and Wadsworth, Y. (2003) “A History of the Action Learning, Action Research, and Process Management Association (ALARPM): From Brisbane (Australia) to the World through inclusion and networks”, Systemic Practice and Action Research, 16(4), pp. 237
Taylor, B. and Lippitt, G. (eds.) (1983) Management Development and Training Handbook (Maidenhead, U.K.: McGraw-Hill).
[Note: With an article by Revans.]
Taylor, J., Marais, D., and Kaplan, A. (1997) Action Learning for Development. Use your experience to improve your effectiveness (Capetown: Juta & Co).
Taylor, J., Marais, D., and Heyns, S. (1998) The Action-Learning Field Kit. Case studies of development issues and problems faced by development workers in South Africa, the Caribbean, Latin and North America (Capetown: Juta & Co).
Tichy, N. M. (1978) “Demise, Absorption, or Renewal for the Future of Organization Development”, in W. Warner Burke (ed.), The Cutting Edge: Current theory and practice in organization development (La Jolla, CA: University Associates), pp. 70–87.
Tichy, N. M. and Sherman, S. (1993) Control Your Destiny or Someone Else Will: How Jack Welch is making General Electric the world’s most competitive company (New York: Currency-Doubleday).
Tichy, N. M. (2001) “No Ordinary Boot Camp”. Harvard Business Review, 79(4), pp. 63–9.
[Note: Mention of “compact action learning” and company example.]
Tichy, N. M. and DeRose, C. (2003) “The Death and Rebirth of Organizational Development”, in S. Chowdhury (ed.), Organization 21C: Someday all organizations will lead this way (Upper Saddle River, N.J: Financial Times/Prentice Hall), pp. 155–73.
TimesOnline (2003) “Reginald Revans: Management guru who taught executives to value experience over theory and put their people first”, The Times, 21 February. Accessed 11 November, 2009, available at http://www.times-online.co.uk/tol/comment/obituaries/article884986.ece
Tiratsoo, Nick (1998) “Management Education in Postwar Britain”, in L. Engwall, L., and V. Zamagni, V. (eds.), Management Education in Historical Perspective (Manchester: Manchester University Press), pp. 111–26.
Tourloukis, P. (2002) “Using Action Learning to Develop Human Resource Executives at General Electric”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 90–109.
Trist, E. (1969) “On Socio-Technical Systems”, in W. G. Bennis, K. D. Benne and R. Chin (eds.), The Planning of Change (New York: Holt, Rinehart & Winston), pp. 269–82.
Trist, E. and Bamforth, K. W. (1951) “Some Social and Psychological Consequences of the Longwall Method of Coal Getting”, Human Relations, 4. pp. 3–38.
Trist, E. and Murray, H. (1993) The Social Engagement of Social Science: A Tavistock anthology. Volume II: The Socio-Technical Perspective (Philadelphia: University of Pennsylvannia).
Tregoe, B. T. (1983) “Questioning: The key to effective problem solving and decision making”, in B. Taylor and G. Lippitt (1983).
Ulrich, D., Kerr, S., and Ashkenas, R. (2002) The GE Workout: How to implement GE’s revolutionary method for busting bureaucracy and attacking organizational problems — fast! (New York: McGraw-Hill).
[Note: No reference to action learning but to employee empowerment and, fight struggle against bureaucracy.]
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Watkins, K. E. and Marsick, V. J. (eds.) (1996), in Action: Creating the learning organization (Alexandria, VA: American Society for Training and Development).
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[Note: Generally negative view of the project according to Revans but note the more positive assessment by Wieland in 1981.]
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[Note: Very good source on the climate of the debate in and outside industry regarding business schools linked with universities; much on the Revans period and on Professor J. Morris, Revans’ colleague and friend; the Manchester Experiment was very much a partnership with industry; published for Manchester Business School.]
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Yorks, L., Lamm, S., and O’Neil, J. (1999) “Transfer of Learning from Action Learning Programs to the Organizational Setting”, in L. Yorks, J. O’Neil, and V. J. Marsick (eds.), Action Learning: Successful strategies for individual, team, and organizational development (Baton Rouge, LA: Berrett-Koehler), pp. 56–74.
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Yorks, L., O’Neil, J., and Marsick, V. (2002) “Action Reflection Learning and Critical Reflection Approaches”, in Y. Boshyk (ed.), Action Learning Worldwide: Experiences of leadership and organizational development (Basingstoke, U.K./New York: Palgrave Macmillan), pp. 19–29.
[Note: A very good overview of the history and evolution of “action reflection learning”.]
Zuber-Skerritt, O. (2001) “Action Learning and Action Research: Paradigm, praxis and programs”, in S. Sankaran et al. (eds.), Effective Change Management Using Action Learning and Action Research: Concepts, frameworks, processes, applications (Lismore, Australia: Southern Cross University Press), pp. 1–20.
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[Note: A good summary of Revans’ thinking about Action Learning, especially on explaining the task/setting matrix.]
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© 2010 Yury Boshyk and Robert L. Dilworth
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Boshyk, Y., Dilworth, R.L. (2010). Action Learning Today: Resources, Networks, and Communities of Practice. In: Boshyk, Y., Dilworth, R.L. (eds) Action Learning. Palgrave Macmillan, London. https://doi.org/10.1057/9780230250734_8
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