This book shows how SML has revolutionized learning in a variety of real organizations, and how it has contributed to wider their organizational change. It places SML against the backdrop of changing global trends and the organizational responses to them. In particular it concentrates on strategic learning contracts, learning groups and how SML can be supported.

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.