In “Developing Managers as Practitioner Researchers,” Professor Selva Abraham presents a transformative guide for managers aspiring to become practitioner researchers capable of driving meaningful change within their organizations. The change process uses the Work-Applied Learning (WAL) model, a robust framework that integrates action research, action learning, and reflective practice to empower managers in addressing complex workplace challenges.
The journey begins with an article co-authored by Ortrun Zuber-Skerritt and Professor Abraham, which establishes the foundational concepts of WAL for developing managers as practitioner researchers. This chapter sets the stage for understanding how WAL facilitates reflective practice and action leadership, vital for fostering positive organizational change.
Chapter 2 delves into the core concepts and processes of the WAL model, elaborating on its evolution from Work-Based Learning. The chapter highlights the innovative fusion of action research methods with action learning and reflective practices, emphasizing a cyclical process of creative thinking and learning.
Chapter 3 is pivotal, offering a detailed guide on designing a WAL research plan. It outlines the two key stages—Conceptual and Action Research—and provides examples of critical components, such as defining the Research Problem and Organisational Thematic Concern. This chapter equips managers with the tools to develop a structured approach to workplace research.
Subsequent chapters provide real-world applications of WAL. Chapter 4 examines how a WAL research plan was utilized to enhance an Occupational Health and Safety Management System in Trinidad and Tobago’s petroleum sector. Chapter 5 explores the implementation of a telemonitoring system for diabetes patients within a Victorian Health Services Network, demonstrating WAL’s versatility across various industries.
In Chapter 6, Professor Abraham addresses the ongoing evolution of WAL, especially in the context of rapid technological changes and the rise of artificial intelligence. This chapter highlights WAL’s potential to foster ethically sound change processes, suggesting its relevance for future-proofing organizations and generating workplace knowledge crucial for a humane future.
“Developing Managers as Practitioner Researchers” is an essential resource for managers seeking to refine their practice, engage in organizational improvement, and contribute to the creation of practice knowledge. Through detailed examples and practical guidance, this book offers a clear pathway for developing and implementing actionable research plans grounded in the principles of Work-Applied Learning.