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Book Reviews

Paradox regained

References

  • Dotlich, D., P. Cairo, and C. Cowan. 2014. The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems. San Francisco: Jossey Bass.
  • Edmonstone, J. 2016. Review of Obolensky “Complex Adaptive Leadership: Embracing Paradox and Uncertainty.” Action Learning: Research and Practice 13 (1): 87–89. doi: 10.1080/14767333.2015.1130353
  • Hampden-Turner, C. 1993. The Seven Cultures of Capitalism. New York: Doubleday.
  • Handy, C. 1993. The Empty Raincoat. London: Hutchinson.
  • Lewis, M. W. 2000. “Exploring Paradox: Towards a more Comprehensive Guide.” Academy of Management Review 25 (4): 760–774.
  • Lewis, M. W., C. Andriopoulos, and W. K. Smith. 2014. “Paradoxical Leadership to Enable Strategic Agility.” California Management Review 56 (3): 58–77. doi: 10.1525/cmr.2014.56.3.58
  • Obolensky, N. 2014. Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Farnham: Gower.
  • Radcliff, P. 2015. Review of Dotlich et al “The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems.” Action Learning: Research and Practice 12 (2): 247–250. doi: 10.1080/14767333.2015.1049457
  • Revans, R. W. 1971. Developing Effective Managers. New York: Praeger.
  • Revans, R. W. 1982. The Origins & Growth of Action Learning. Bromley, UK: Charwell Bratt.
  • Revans, R. 2011. ABC of Action Learning. Farnham: Gower.
  • Robertson, J., and D. Bell. 2017. “Safe or Unsafe? The Paradox of Action Learning.” Action Learning: Research and Practice 14 (2): 185–196. doi: 10.1080/14767333.2017.1310691
  • Vince, R. 2008. “‘Learning-In-Action’ and ‘Learning Inaction’: Advancing the Theory and Practice of Critical Action Learning.” Action Learning: Research and Practice 5 (2): 93–104. doi: 10.1080/14767330802185582
  • Vince, R., G. Abbey, D. Bell, and M. Langenhan. 2017. “Finding Critical Action Learning Through Paradox: The Role of Action Learning in the Suppression and Stimulation of Critical Reflection.” Management Learning (in press).

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