The paradox of power and learning

Abstract

Outlines the links between the three key concepts that come with power ‐ leadership, responsibility and learning ‐ and what they mean for learning organizations. Suggests that leadership needs to balance the interests of all stakeholders in any situation to be more effective; that a responsibility approach is inclusive and more concerned with long‐term issues; and finally that learning is the heart of the productive activity, quoting Revans ‐ “for any organization to survive, its rate of learning must be equal to, or greater than, the rate of change in the environment”.