Ortrun Zuber-Skerritt – författare

First Published in 1991, Action Research for Change and Development presents a collection of papers evolved from an international symposium on Action Research in Higher Education, Government and Industry held in Brisbane in 1989. The book is structured in three parts. Part one consists of reflections on the meaning and theoretical foundation of action research. Part two discusses various aspects of action research methodology; and Part three presents case studies of action research. The aim of the book is to bring together international experts in action research in higher education in order to present and discuss a variety of models of action research which have been developed in parallel in many parts of the world. This book will be an essential read for scholars and researchers of education, higher education, business, industry, and community development.

First Published in 1991, Action Research for Change and Development presents a collection of papers evolved from an international symposium on Action Research in Higher Education, Government and Industry held in Brisbane in 1989. The book is structured in three parts. Part one consists of reflections on the meaning and theoretical foundation of action research. Part two discusses various aspects of action research methodology; and Part three presents case studies of action research. The aim of the book is to bring together international experts in action research in higher education in order to present and discuss a variety of models of action research which have been developed in parallel in many parts of the world. This book will be an essential read for scholars and researchers of education, higher education, business, industry, and community development.

This book applies and expands upon the concept of the ‘learning conference’ as a site of learning and development, using the paradigm and methodologies of participatory action learning and action research (PALAR).

Making a significant contribution to the field, this is the first book to outline the characteristics and development of a learning conference culture in theory and practice. It demonstrates how application of the learning conference concept can maximise learning opportunities and successful research outcomes to bring about sustainable professional, organizational and community development.

An international team of contributors offer their diverse perspectives on conferences and the practical and theoretical work conducted at these events. They contextualize these reflections in the light of global developments in this increasingly troubled twenty-first century marked by greater complexity through technology, globalization, neo-liberalism, climate change and other sources of practical and ideological change, all of which enhance the conceptual and practical utility of the learning conference.

This book applies and expands upon the concept of the ‘learning conference’ as a site of learning and development, using the paradigm and methodologies of participatory action learning and action research (PALAR).

Making a significant contribution to the field, this is the first book to outline the characteristics and development of a learning conference culture in theory and practice. It demonstrates how application of the learning conference concept can maximise learning opportunities and successful research outcomes to bring about sustainable professional, organizational and community development.

An international team of contributors offer their diverse perspectives on conferences and the practical and theoretical work conducted at these events. They contextualize these reflections in the light of global developments in this increasingly troubled twenty-first century marked by greater complexity through technology, globalization, neo-liberalism, climate change and other sources of practical and ideological change, all of which enhance the conceptual and practical utility of the learning conference.

Action leadership is a creative, innovative, collaborative and self-developed way to lead. It eschews the hierarchical structure usually associated with leadership and is based instead on the democratic values of freedom, equality, inclusion and self-realization. It take responsibility for, not control over, people through networking and orchestrating human energy towards a holistic outcome that benefits the common interest. Action leaders are passionate people who abide by the motto that “Learning does not mean to fill a barrel but rather to ignite a flame” in others. And in this time of rapid economic, political, technological, social and ecological changes, action leadership and action leaders are precisely what’s needed to improve how people and organizations engage constructively to address the myriad complex issues challenging society at all levels.

 Action Leadership: Towards a Participatory Paradigm explains and illustrates how action leadership can be developed through participatory action learning and action research (PALAR). It addresses real-life issues by people who choose to work collaboratively towards shared goals while developing their learning, insights, knowledge, people skills and personal relationships through involvement in a PALAR project. The book provides a conceptual framework for action leadership and for the integrative, practical theory of PALAR; and examples of applications in higher education, management education for organization development, and community development. Readers are encouraged to adopt, adapt and further develop the evolving concepts of action leadership and PALAR in a participatory paradigm of learning, research and development.