Publications/Papers/Research, which we lean on
Adams, Marilee (2015). Change your questions – Change your life. 12 Powerful tools for leadership, coaching, and life. Oakland: Berrett-Koehler Publishers inc.
Argyris, C., & Schön, D. A. (1974). Theory in Practice – Increasing Professional Effectiveness. San Francisco: Jossey-Bass.
Armstrong, D. (2004). Emotions in Organizations: Disturbance or Intelligence? In C. Huffington, D. Armstrong, W. Halton, L. Hoyle, & J. Pooley (Eds.), Working below the surface – The emotional life of contemporary organizations (pp. 11–27). London: Karnac.
Bolt, J. F., & Boshyk, Y. (2005). Using action learning for executive development. In J. F. Bolt (Ed.), The future of executive development (pp. 86–99). San Francisco: Executive Development Associates.
Boshyk, D. Y., & Dilworth, D. R. (2010). Action Learning. History and Evolution. UK: Palgrave Macmillan.
Boshyk, Y. (2010). Action Learning in the Business World: Past, Present, and Future. In R. L. Dilworth & Y. Boshyk (Eds.), Action Learning and its Applications (pp. 68–98). UK: Palgrave Macmillan.
Boshyk, Y. (2011). Business-Driven Action Learning today. In M. Pedler (Ed.), Action Learning in Practice (pp. 141–151). Henley Business School, UK: gower.
Boyatzis, R., & McKee, A. (2005). Resonant leadership. Boston: Harvard Business School Press.
D’Souza, S., & Renner, D. (2014). Not Knowing – The Art of Turning Uncertainty into Opportunity. London: LID Publishing Ltd
Dilworth, R. L. (1998). Action Learning in a Nutshell. Performance Improvement Quarterly, 11(1), 28–43.
French, R. (2001). “Negative capability”: managing the confusing uncertainties of change. Journal of Organizational Change Management, 14(5), 480–492.
Gabriel, Y. (1999). Organizations in Depth – The Psychoanalysis of Organizations. (Y. Gabriel, Ed.). London: SAGE.
Goleman, D. (1995). Emotional Intelligence. New York: Bantam Doubleday Dell Pub. Group
Hirschhorn, L. (1990). The Workplace Within: Psychodynamics of Organizational Life. Cambridge Mass.: MIT Press.
Inglis, S. (1994). Making the Most of Action Learning. Aldershot: Gover Publishing Limited.
James, K., & Arroba, T. (2005). Reading and Carrying : a framework for learning about emotion and emotionality in organisational systems. Management Learning, 1–34.
Kabat-Zinn, J. (1994). Wherever you go, there you are: mindfulness meditation in everyday life. New York: Hyperion.
Kaplan, J. S. (2010). Urban Mindfulness – Cultivating peace, presence & purpose in the middle of it all. Oakland: New Harbinger Publications.
Kets de Vries, M. F. (2006). The Leader on the Couch. John Wiley & Sons.
Krantz, J., & Gilmore, T. (1990). The Splitting of Leadership and Management as a Social Defense. Human Relations, 43(2), 183–204.
Laloux, F. (2014). Reinventing Organizations. Brussels, Belgium: Nelson Parker.
Long, S. (1999). Action research, participative action research and action learning in organizations. In Y. Gabriel (Ed.), Organizations In Depth (pp. 262–266). Sage Publications.
Lucey, A. (2015). Corporate cultures and inner conflict. In D. Armstrong & M. Rustin (Eds.), Social Defences Against Anxiety (pp. 213–221). London: Karnac Books.
Marquardt, M., & Waddill, D. (2004). The power of learning in action learning: a conceptual analysis of how the five schools of adult learning theories are incorporated within the practice of action learning. Action Learning: Research and Practice, 1(2).
Marsick, V. J., & O’Neil, J. (1999). The Many Faces of Action Learning. Management Learning, 30(2), 159–176.
Pedler, M. (1991). Action Learning in Practice – 2nd Edition. Brookfield: Gower.
Pedler, M., Burgoyne, J., & Brook, C. (2005). What has action learning learned to become?, Action Learning: Research and Practice 2(1) April, 49-68.
Petriglieri, G. (2014). Emotions Are Data, Too. Harvard Business Review, May 9.
Raelin, J. B. (2001). Public Reflection as the Basis of Learning. Management Learning, 32(1), 11–30.
Ralston, P. (2010). The Book of Not Knowing – Exploring the True nature of Self, Mind, and Consciousness. Berkeley: North Atlantic Books.
Revans, R. W. (1982). What is Action Learning? Journal of Management Development, 1(3), 64–75.
Reynolds, M. (2011). Reflective practice: origins and interpretations. Action Learning: Research and Practice, 8(1), 5–13.
Rigg, C., & Trehan, K. (2004). Reflections on working with critical action learning. Action Learning: Research and Practice, (July 2015).
Schön, D. A. (1983). The Reflective Practitioner. How Professionals Think in Action. New York: Basic Books.
Simpson, P. F., French, R., & Harvey, C. E. (2002). Leadership and negative capability. Human Relations, 55(10), 1209–1226.
Simpson, P., & French, R. (2006). Negative Capability and the Capacity to Think in the Present Moment: Some Implications for Leadership Practice. Leadership, 2(2), 245–255.
Trehan, K. (2007). Psychodynamic and critical perspectives on leadership development. Advances in Developing Human Resources, 9(1), 72–82.
Trehan, K., & Rigg, C. (2008). Critical reflection in the workplace – is it just too difficult? Journal of European Industrial Training, 32(5), 374–384.
Vince, R. (1996). Experiential management education as the practice of change. In R. French & C. Grey (Eds.), Rethinking Management Education. London: SAGE.
Vince, R. (1998). Behind and Beyond Kolb’s Learning Cycle. Journal of Management Education, 22(3), 304–319.
Vince, R. (2001). Power and emotion in organizational learning. Human Relations, 54(10), 1325–51.
Vince, R. (2002). Organizing reflection. Management Learning, 33(1), 63–78.
Vince, R., & Martin, L. (1993). Inside action learning: An exploration of the psychology and politics of the action learning model. Management Education & Development, 24(3), 205–215.
Visholm, S., & Kofoed, P. (2011). Følelser i Organisationer. In S. Visholm & T. Heinskou (Eds.), Psykodynamisk Organisationspsykologi bind II. Hans Reitzels Forlag.
Yeganeh, B., & Kolb, D. (2009). Mindfulness and experiential learning. OD Practitioner, 41(3), 13–18.