Acknowledgements

I would like to thank those friends and colleagues who were prepared to read and comment on previous drafts of papers and chapters, who reviewed the first draft of this book, and/or who came to the 'Future Practice of HRD' conference. Collectively, these are: John Burgoyne, Danny Chesterman, Heather Chisholme, Steve Fineman, Yiannis Gabriel, Chris James, Monica Lee, Philip Lenz, Mike Pedler, Julie Reader, Michael Reynolds, John Stevens, Kiran Trehan, Sharon Turnbull and Jean Woodall.

I have had good support throughout from Michael Connolly, Tony Gear and Chris James - all at the University of Glamorgan. Tahir Saleem was a co-author of parts of the chapter on emotion and strategic learning, and I valued his contribution and approach. My thanks go to all the managers in Hyder plc who participated in interviews and reflections. I am appreciative of my father Ron Vince's reading of and comments on the first draft and for his editing skills. I am very grateful to my wife Linda Vince for her reviews and comments particularly on Chapters 1 and 9.

Some of the chapters are variations on academic papers I have already had published. These include: 'The politics of imagined stability: a psychodynamic understanding of change at Hyder plc', Human Relations 55/10:1189-1208, 2002 (material is reprinted here by permission of Sage Publications Ltd, copyright The Tavistock Institute, 2002); 'Organizing reflection', Management Learning 33/1:63-78, 2002 (material is reprinted here by permission of Sage Publications Ltd, copyright Sage Publications, London, Thousand Oaks, New Delhi, 2002); 'The impact of emotion on organizational learning', Human Resource Development International 5/1:73-85, 2002 (http://www.tandf.co.uk/journals/routledge/13678868.html); 'Power and emotion in organizational learning', Human Relations 54/10:1325-1351, 2001 (material is reprinted here by permission of Sage Publications Ltd, copyright The Tavistock Institute, 2001); and 'Learning in public organizations in 2010', Public Money and Management 20/1:39-44, 2000 (material is reprinted here with permission of Blackwell Publishing).

Various permission to publish figures and tables have been granted. Figure 3.1 is reprinted by permission of Sage Publications Ltd, from R. Vince, 'Power and emotion in organizational learning', Human Relations, copyright the

-ix-

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Rethinking Strategic Learning
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Illustrations viii
  • Acknowledgements ix
  • 1 - An Introduction 1
  • 2 - Strategic Learning and Hrd 13
  • 3 - Power, Emotion and Organizational Learning 38
  • 4 - Emotion and Strategic Learning 58
  • 5 - Being Taken Over 76
  • 6 - The Politics of Imagined Stability 91
  • 7 - Organizing Reflection 106
  • 8 - Redefining Leadership 127
  • 9 - The Point of Intervention 146
  • References 161
  • Index 170
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