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Change always catalyzes organizational members to challenge, reframe, and revisit the assumptions that preside over the work they do. But how do recent changes affect individual and collective organizational transformations? More fundamentally, how can we think about learning and transformation in an organizational environment in perpetual transformation? In this article we examine trends impacting organizations in light of recent thinking by transformative learning scholars interested in organizational change in the midst of complexity. We also revisit our dual approach developed 10 years ago and speculate on an emerging integrative framework for individual and collective transformation better suited to the years to come.

This case study draws a specific link to the practice of action learning (AL) in China. We organized ourselves into an AL set and used Revans' AL, as interpreted by Marquardt (2004), to create a post-teaching dialog to examine the experience gained from delivering an interdisciplinary course online--a novice situation--in a Chinese transnational university. AL's questioning insight occurred after conducting an evidence-based evaluation of online teaching in an interdisciplinary higher education course that used Debattista's (2018) online teaching effectiveness rubric. The rubric offered rich 'programed knowledge' that triggered our question-based inquiry. We conclude that our AL approach is valuable for teacher professional development and offers our rationale for why this particular AL practice would be suitable for the Confucian culture, teaching of interdisciplinary courses, and in novice situations. By conducting AL, we identified a list of key findings, such as proactive communication among teachers in an interdisciplinary course, was vital when teaching to a large group of students. We offer recommendations to improve interdisciplinary online course design and delivery in the future based on reflections from the AL. Implications, limitations, and suggestions for future research are presented at the end of this paper.

Emergency workers are confronted with trauma as an essential part of their work. Learning how to moderate the impact and coping with traumatic experiences is at the center of this study. The researchers empirically chart ways that emergency workers cope with trauma, process and integrate these experiences, and describe what supports their learning. Findings suggest a need to engage in alternative forms of communication, differentiating between professional and emotional feedback in order to foster transformative learning. The study reveals two different, complementary ways to constructively communicate, each with its own architecture: structured debriefs and transformative conversations. Mezirow borrowed from Habermas's idea of rational discourse in dialogue, some of which is seen in debriefs, wherein emotions are set aside in the intensity of the moment in favor of processing facts and identifying decisions and actions for the future. In transformative conversations, by contrast, emergency workers seek to understand their inner selves and make meaning of their experiences. The research shows that certain conditions for transformative conversations need to be in place in order to work through emotions and unblock cognition by recognizing and working through affect, emotion, and potential vicarious trauma. This qualitative analysis derives from 57 reflective writings collected from paramedics and firefighters. [ABSTRACT FROM AUTHOR]

This article imagines the future of HRD using a complexity lens. Complexity calls for rethinking the industrial-era framing of work, learning, and change. We discuss foundational concepts and terminology that inform our work and consider links with HRD. We adopt the idea of 'ready-ing', introduced by Nora Bateson, who challenges strongly held theories of top-down, step-by-step change that do not work well in complex adaptive systems. She instead suggests we should ready people and organisations for change they might not imagine and cannot predict. We then draw from earlier thinking on sculpting the learning organisation that seems relevant to complexity. To illustrate what ready-ing might look like in practice, we elaborate four examples, or sightings, of how organisations ready for change. We discuss the resulting implications for HRD practice in leadership development and organisational change. We also examine ways that university preparation has pivoted towards a future of ready-ing HRD scholars and researchers for 'what if' thinking and complex adaptive change. We conclude with reflections on developing new mindsets and skill sets for HRD's ready-ing for complexity. [ABSTRACT FROM AUTHOR]

The purpose of this article is to describe the successes and challenges of an innovative community engagement initiative in Bermuda, Education for All, in order to enlarge our understanding of how a community uses storytelling as a catalyst for transformative learning. Sponsored by the Coalition for Community Activism, community members and nonprofit groups united to facilitate an islandwide conversation about the student experience. They aspired to transform how people think about what constitutes an appropriate education and, ultimately, reframe the Bermuda conversation of schooling. We trace the evolution of the project attending to how adults came together around a shared purpose and vision for improving education. In so doing, we illuminate the complexities of using story as a catalyst for transformative learning. We provide a story circle protocol developed to gather stories of public school alumni. This story project for social change has implications for community leaders globally.

Examples of informal and incidental learning, including an extended discussion of informal learning in flight instruction, are used to illustrate the model of informal and incidental learning in practice, as well as the nonlinear nature of this learning.

Purpose: Employees are increasingly expected to organize their own human resource development activities. To what extent and how exactly employees in various organizational contexts manage to shape their individual learning paths however remains largely unclear. The purpose of this present study is to explore, leaning on the empirical Learning-Network Theory (LNT) research and its findings, how employees in different occupations create learning paths that are attuned to their specific work context. Design/methodology/approach: The paper reviews 23 MSc theses based on 14 distinct data sets collected between 2005 and 2015, containing approximately 1,484 employees from some 45 organizations and across various professions. The teachers, nurses, postal, software, telecom, railway and logistics company employees were mostly based in the Netherlands. The analysis focuses on learning-path types and learning-path strategies found in the 23 studies. Findings: Motives, themes, activities, social contexts and facilities were found to be instrumental in explaining differences among individual learning paths. A total of 34 original learning-path types and strategies were found to cluster under 12 higher-order labels. Some of these were based on learning motive, some on learning theme, some on core learning activities, some on social learning context and a few on a combination of these elements. Overall, the socially oriented learning-path strategy was the most prevalent, as it was found among nurses, employees of software/postal/telecom, railway and logistics company employees, as well as teachers in two schools. Originality/value: The paper presents the first overview of empirical studies on employee learning path(s) (strategies). In addition, it strengthens the empirical basis of the LNT.

This chapter describes the changing nature of adult education theory and practice in the face of complex, disruptive change and explores theories that are suited to tectonic shifts in a period of what we describe as "liquid modernity" in the midst of complex sociocultural-economic-political change in a global environment.

The authors argue here that contemporary use of action research shares the exploratory, inductive nature of many qualitative research approaches--no matter the type of data collected--because the type of research problems studied are set in complex, dynamic, rapidly changing contexts and because action research is undertaken to support social and organizational change that requires buyin from many stakeholders affected by the research problem. Action research serves as a critique and alternative to more traditional views of social science. In this article, the authors first describe action research as defined by Kurt Lewin, its originator. They show how two variants of action research--Action Science and Collaborative Developmental Action Inquiry--advance insight into how action research can be used to develop personal capability to address system changes that action research seeks to unveil. By using the example of an innovative action research approach to doctoral research, the authors illustrate the context-rich, exploratory nature of action research that both generates knowledge for and in change, and developmentally engages collaborating researchers and participants. They conclude with reflections on criteria for rigor and relevance in action research in today's post-modern, complex world.