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Evaluating Self‐Managed Learning: Part I: Philosophy, Design and Current Practice

J. Herman Gilligan (Managing Director of GC International Management Consultants, and Honorary Lecturer in the Institute of Health Care Studies at the University of Wales, Swansea, UK and a Visiting Professor at the University of Wisconsin, USA.)

Health Manpower Management

ISSN: 0955-2065

Article publication date: 1 December 1994



This is the first in a series of three articles which evaluate the use of self‐managed learning (SML) in management development processes in health care settings. This first article, being more general, outlines SML′s philosophical origins, strategic design, and current practice. SML represents a strategic approach to individual and organizational learning, which offers a new synthesis of previous ideas and approaches. Its proven benefits relate to the way in which the process of learning is designed to mirror the process of managing. The second article focuses specifically on a regional NHS case study of the application of SML, while the third provides a complementary US case study in a health care provider organization, where SML has been adopted for a leadership development programme.



Herman Gilligan, J. (1994), "Evaluating Self‐Managed Learning: Part I: Philosophy, Design and Current Practice", Health Manpower Management, Vol. 20 No. 5, pp. 4-9.




Copyright © 1994, MCB UP Limited

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