concerned with the resolution of organizational issues such as the implications

Concerned with the resolution of organizational

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concerned with the resolution of organizational issues such as the implications of change together with those who experience the issues directly. The second relates to the involvement of practitioners in the research. The third emphasizes on the process of diagnosing, planning, taking action and evaluating. The final theme suggests that action research should have implications beyond the immediate project, that is, it must be clear that the results could inform other contexts on the transfer of knowledge gained from one specific context to another. The rebranding strategy is carried out by borrowing heavily from Peter Senge, one of the influential thinkers in the area of organizational learning at the Massachusetts institute of technology in the United States and from the role of mentoring in adult development by levinson and colleagues who focused on developmental transitions and milestones experience by 40 men in their lifespan. To facilitate learning, according to Peter Senge, organizations need to offer development opportunities which simultaneously challenge and support, and which need effective systems and processes that enable people to harness their potential. Every organization has a culture: a system of shared assumptions, values, norms and practices that determine the character of that organization and the behavior of its members. Culture is critical because it is the wellspring of every action that the organization takes (mark Youngblood, 2000).any major change in the organization’s culture involves a process of destruction (displacing the old way of doing things) as well as developing the new (Edgar schein,2000).Senge uses the notion of mental models which are: Systems thinking; Senge calls systems thinking the fifth discipline because it
integrates the other four disciplines. System treats organizations, issues and problems as a whole. Personal mastery involves taking a creative rather than a reactive stance to issues, problems and life itself. Mental models . These are deeply held images of how the world works; they guide your thinking and action in familiar ways. Building shared vision that is, people have to share vision when they all have the same mental picture. When people truly share a vision they are connected together by a common aspiration. Shared visions are potent forces for change. Team learning is the process of focusing and developing the capacity of a team towards achieving its shared vision. Team learning has three critical dimensions; developing the ability of the team to think insightfully about complex issues, learning to act innovatively in a coordinated way and fostering learning in other teams in the organization. 2.4 Conceptual Framework by way of action research . The independent variable in the figure refers to the strategic option while the dependent variables are the environmental analysis, resource analysis, management values, mission and objectives. The strategic option, in this case, mentoring, does not vary but all other parameters depend on it. The other parameters vary according to circumstances. Environmental parameters like markets, competitiveness, and

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