Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Chapter 17: Lessons from Informal and Incidental Learning
Lessons from Informal and Incidental Learning
Recent work has refocused attention in management development on the process of ‘natural learning’ (Burgoyne and Hodgson, 1983), which takes place on the job and may not always be planned. We call this ‘informal and incidental learning’ (Marsick and Watkins, 1990). The value of this kind of learning is underscored today by interest in high-performing and learning organizations in which managers are challenged to take more responsibility for learning: their own and that of subordinates, the teams which they lead and in which they increasingly work, and the organization's learning. In this chapter we explore lessons from informal and incidental learning. We first examine informal and incidental learning through the ...