A Practical Manual on Action Learning
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Summary
Editor's review
Who it's for
A good fit for
- Corporate managers and team leaders who want to improve team meeting effectiveness and problem-solving capacity
- HR and organizational development practitioners responsible for designing and driving employee empowerment and training programs
- Internal trainers, facilitators and coaches who need structured tools to guide team discussion and learning
- Individual learners interested in action learning and facilitation who want to master a systematic methodology
Not a good fit for
- Pure theory researchers seeking profound management philosophy or cutting-edge academic theory
- Casual readers looking for light inspirational stories or personal biographies
Reading tips
- Use it as a toolbook: for the specific challenges your team currently faces, read the relevant chapters selectively and apply the tools directly.
- Take notes as you read, recording the questioning approaches and process designs most illuminating for your team or project, and try customizing them.
- Read key chapters (such as questioning techniques and review steps) together with team members and practice them jointly; this greatly improves learning transfer.
About the publisher
Beijing United Publishing Co., Ltd. is a publisher known for its literature and history titles, with 2,065 books in the collection. Its publishing covers foreign literature, contemporary Chinese prose and essays, history, folk literature, and cultural books. Its list ranges from Sima Qian's complete edition of the Records of the Grand Historian to foreign classics such as The Book of Disquiet, All Quiet on the Western Front, Snow Country, The Stranger, and Jean-Christophe, as well as modern Chinese works including Teahouse and Dawn Blossoms Plucked at Dusk. Its authors and translators include Yasunari Kawabata, Fernando Pessoa, Erich Maria Remarque, Jin Xinyi, Zhou Miao, and Chen Chao. Public information is limited, but its catalogue reflects a balance between Chinese and foreign literary classics and historical and cultural works.
Contents
- 版权信息
- 前言 行动学习到底是个什么东西
- 第一章 管理哲学篇 企业就是赢的游戏
- 杰克·韦尔奇说：企业就是赢的游戏
- 企业经营游戏怎么玩——从福特到郭台铭
- 海星型组织和阿米巴组织
- 所有行业都是游戏业
- 如何把工作变成游戏
- 将工作变成游戏的四大法则
- 群策群力的企业文化——GE行动学习案例
- 凤凰涅槃，绩效倍增——中国本土银行行动学习案例
- 第二章 心法篇——心智模式是行动学习的内核
- 解剖行动学习公式
- 探究行动学习的内核——心智模式
- 脑科学揭示心智模式改善的秘密
- 改善心智从营造场域开始
- 第三章 技法篇——行动学习的流程技术
- 行动学习技术本质上就是流程技术
- 行动学习基本流程设计
- 解读1234N1行动学习流程
- 行动学习基本功——团队共创
- 行动学习经典技术1： “群策群力”工作坊（PPT微课）
- 行动学习经典技术2： “欣赏式探询”工作坊（PPT微课）
- 行动学习经典技术3： “未来探索”工作坊（PPT微课）
- 行动学习经典技术4： “世界咖啡”工作坊（PPT微课）
- 行动学习经典技术5： “鱼缸会议”工作坊（PPT微课）
- 行动学习经典技术6： “开放空间”工作坊（PPT微课）
- 行动学习经典技术7： “复盘”工作坊（PPT微课）
- 行动学习如何无招胜有招
- 第四章 应用篇——行动学习项目成功案例剖析
- 如何让培训直接产生绩效——中国本土行动学习案例剖析
- 领导力项目为什么“缺钙”
- 逆袭——维格娜丝的行动学习实践
- 群策群力六步法——行动学习项目启动会操作精要
- 行动学习项目能否成功的关键 ——复盘
- 在复盘中成长——东莞银行“模式突破， 绩效倍增”行动学习项目
- 行动学习实践中的三大误区剖析
- 第五章 修炼篇——行动学习促动师的自我修炼
- 行动学习的理念、心法与技法
- 行动学习促动师的三大角色定位
- 培训师与促动师的知识结构
- 谈培训师与促动师的战略素养修炼
- 后记
- 参考书目
- 鸣谢
FAQ
How is this book different from other action-learning books on the market?
Can someone with no grounding in action learning understand and use this book?
Is this book mainly for large enterprises or small and medium teams?
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About the author
Liu Yongzhong is a Chinese author whose writing focuses mainly on management practice. Publicly available information about him is limited, and his life, education, and professional background remain unclear. The library currently holds two of his works: A Handbook for Action Learning and The Five Major Tools of After-Action Review and Their Practical Application: Techniques for Team Empowerment and Performance Improvement, both classified under management. In terms of subject matter, he attends to how action learning and after-action review can be put into practice within companies and teams, emphasizing tool-based, process-oriented operational guidance rather than abstract theorizing. His writing is handbook-like and practice-driven, stressing that methods can be applied directly to team empowerment and performance improvement. These two books are aimed at managers and team leaders, and suit readers who wish to embed learning and reflection mechanisms into daily work. Because verifiable information is scarce, any judgment of the full scope and influence of his writing awaits further material.
