Making workers visible: unmasking learning in a work team

Abstract

Investigates how a particular work team interprets and comes to understand quality management initiatives centered around customer service. The study set out to add to the understanding of how work team members interpret and learn as a part of a functional work based team operating within a quality management work environment. Data sources, including field notes, an extensive reflective journal, strategic plans, annual reports, e‐mail messages and office memos, provided rich, in‐depth information. The study argues that, contrary to much of the management‐based learning literature, learning is used as a way to mold and shape attitudes of workers and to control them.

Citation

Howell, S.L., Carter, V.K. and Schied, F.M. (2001), "Making workers visible: unmasking learning in a work team", Journal of Workplace Learning, Vol. 13 No. 7/8, pp. 326-333. https://doi.org/10.1108/13665620110411111