Workplace restructuring implies people changing roles, leading to the deskilling of people who must learn their way back to competence. Reports the case of a person learning in a new role. The conceptual framework for the analysis is the Dreyfus model of skill development. Shows the model to be effective both for research and for individuals to understand their own development. The results enrich the understanding of workplace learning, in particular the manner in which people can be helped to learn a new role.
Houldsworth, B., O’Brien, J., Butler, J. and Edwards, J. (1997), "Learning in the restructured workplace: a case study", Education + Training, Vol. 39 No. 6, pp. 211-218. https://doi.org/10.1108/00400919710175169Download as .RIS
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