Self Managed Learning in Action

Ian Cunningham is Chair of Strategic Developments International Limited and the Centre for Self Managed Learning Limited. He is also on the Adjunct Faculty of the Fielding Institute in California and a Visiting Professor at Middlesex University. Ben Bennett is a faculty member at the University of North London Business School. Both he and Graham Dawes are Directors of Strategic Developments International Limited and the Centre for Self Managed Learning Limited. Before joining Strategic Developments International Limited, Graham was a Director of two training and development organizations.

• Contents: Part I Setting the Scene: Background and introduction - Ian Cunningham and Graham Dawes; Self Managed Learning in organizations - Ben Bennett. Part II Putting It Into Practice: Self Managed Learning - cases of action - Ben Bennett; Senior manager development - the evaluation of a consortium programme - Ben Bennett; Developing the personnel function using Self Managed Learning - organizational change in a major retail company - Nigel Broome and Judith Evans; Responding to change in local government - Self Managed Learning in Arun District Council - Marcia Fellows; Organizational change through Self Managed Learning - the case of PPP healthcare - Rosie Serpis, Mark Aspinall and Rob Shorrick; Self Managed Learning and qualification programmes - Graham Dawes; Self Managed Learning - experiences from Finland - Tuula Lillia; Lifelong learning and Self Managed Learning in Ericsson - Robert Lines; Self Managed Learning and Continuing Professional Development - Ben Bennett. Part III Making Self Managed Learning Work: Strategic Learning Contracts - Graham Dawes; Learning groups - Ian Cunningham; Supporting Self Managed Learning - Ian Cunningham. Part IV Conclusions: Looking to the future - Ian Cunningham; References; Index.

'a good guide to setting up a programme. It also gives plenty of evidence to help justify it to colleagues and help sell the concept to customers. And, being grounded in experience but supported by theory, it makes a very convincing case.' Progress, Summer 2000 ’I found the book easy to read and dip in and out of. Part II is particularly useful, as it allows the reader to follow SML through a number of different case studies and to draw parallels with their own organization. This is a well-researched and current text on the subject and one which many will find helpful as an authoritative text on SML.’ Industrial and Commercial Training