Original article | Open Access
International Journal of Progressive Education 2023, Vol. 19(1) 1-10
A Phenomenological Study of the Experiences and Meaning of Participating in a Syndicate for Completing an Action Learning Project on a Short Study Programme at a Business School
pp. 1 - 10 | DOI: https://doi.org/10.29329/ijpe.2023.517.1
Publish Date: February 01, 2023 | Single/Total View: 300/471 | Single/Total Download: 445/674
Abstract
The paper is based on a study of the experiences of a syndicate consisting of five members forced by the course management in a nine month Future Leaders in Digital Business study programme at the Wits Business School in Johannesburg, South Africa. Syndicates were formed to complete the research component when the other modules were done at individual level. The Action Learning Project component, required syndicates to undertake a study that would be implemented to improve some real work problem. Qualitative study design was followed to uncover the meanings from the experiences narrated, using phenomenology to reveal the meanings and implications of these experiences. Purposive sampling required the participation of the five students from the syndicate. The findings revealed synergistic gains that came through the activities, and showed the possibility of teams functioning at optimal levels that can lead to no one underperforming while everybody over-performs and benefits plentifully.
Keywords: Coerced Membership, Smart Objectives, Synergy, Value-Add
APA 7th edition
Randa, M.B., Muhlarhi, M., Cochrane, M.E., Cochrane, M.E., & Cochrane, M.E. (2023). A Phenomenological Study of the Experiences and Meaning of Participating in a Syndicate for Completing an Action Learning Project on a Short Study Programme at a Business School. International Journal of Progressive Education, 19(1), 1-10. https://doi.org/10.29329/ijpe.2023.517.1
Harvard
Randa, M., Muhlarhi, M., Cochrane, M., Cochrane, M. and Cochrane, M. (2023). A Phenomenological Study of the Experiences and Meaning of Participating in a Syndicate for Completing an Action Learning Project on a Short Study Programme at a Business School. International Journal of Progressive Education, 19(1), pp. 1-10.
Chicago 16th edition
Randa, Moreoagae Bertha, Mirose Muhlarhi, Marlize E. Cochrane, Marlize E. Cochrane and Marlize E. Cochrane (2023). "A Phenomenological Study of the Experiences and Meaning of Participating in a Syndicate for Completing an Action Learning Project on a Short Study Programme at a Business School". International Journal of Progressive Education 19 (1):1-10. https://doi.org/10.29329/ijpe.2023.517.1
- Annunzio, S. (2001). e-Leadership – Proven techniques for creating an environment of speed and flexibility in the digital economy. Geometry and topology in physical models co-financed by the EU European Regional Development Fund, Operational Program Economic Innovative Economy 2007 – 2013. [Google Scholar]
- Bhattacherjee, A. (2012). Social science research: principles, methods, and practices(2nd ed). University of South Florida: Global Text Project. [Google Scholar]
- Corning, P.A. (2005). Holistic Darwinism: synergy, cybernetics and the bioeconomics of evolution. Chicago: University of Chicago Press. [Google Scholar]
- Fusch, P.I., & Ness, L.R. (2015). Are we there yet? Data saturation in qualitative research. The Qualitative Report, 20(9),1408-1416. [Google Scholar]
- Forsyth, D. (2014). Group dynamics (6th ed.). Belmont, California: Wadsworth Engage Learning. [Google Scholar]
- Gubrium, J.F., & Hostein, J.A. (2000). Analyzing interpretive practice. In Denzin, N.Y. & Lincoln, Y. (Eds.).Handbook of qualitative research (2nd ed., pp. 487-508). Thousand Oaks, CA: Sage. [Google Scholar]
- Haslam, S.A., & McGarty, C. (2003). Research methods and statistics in psychology (SAGE Foundations of Psychology Series). London: SAGE Publications. [Google Scholar]
- Hergenhahn, B. R. (2005). An introduction to the history of psychology (5th ed.). Australia: Thomson/Wadsworth. [Google Scholar]
- Hicks, Mi. (2004). Problem solving and decision making: hard, soft and creative approaches. Cengage Learning. London: Thomson. [Google Scholar]
- Jaworski, P., & Pitera, M. (2016). The 20-60-20 rule. Discrete & Continuous Dynamical Systems –, 21 (4), 1149-1166. [Google Scholar]
- Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling (11th ed.). Hoboken, NJ: Wiley. [Google Scholar]
- Landes, D.A., & Cruz-Pierre, A. (2013). Exploring the work of Edward S. Casey: giving voice to place, memory, and imagination, Bloomsbury Studies in American Philosophy. [Google Scholar]
- Laura-Melinda, S. (2011). The necessity to exploit the economic network's synergistic potential. Saarbrücken, Germany: LAP LAMBERT Academic Publishing. [Google Scholar]
- Manges, K., Scott-Cawiezell, J., & Ward, M.M. (2017). Maximizing team performance: the critical role of the nurse leader. Nursing Forum, 52 (1), 21-29. [Google Scholar]
- Oxford. (2017). Oxford living dictionary. Oxford University Press. [Google Scholar]
- Osborn, A.F. (1963). Applied imagination: principles and procedures of creative problem solving (3rd ed.).New York, NY: Charles Scribner’s Sons. [Google Scholar]
- Parker, J., & Begnaud, L. (2004). Developing creative leadership. Portsmouth, NH: Teacher Ideas Press. [Google Scholar]
- Reber, A.S., & Reber, S. (2001). The Penguin dictionary of Psychology. London: Penguin Books. [Google Scholar]
- Trott, P., Hartmann, D., van der Duin, P., Scholten, V., & Ortt, R. (2016). Managing technology entrepreneurship and innovation. Oxon: Routledge. [Google Scholar]
- Tuckman, B. (2001). Developmental sequence in small groups. Group Facilitation: A Research and Applications Journal, 63(6), 71-72. [Google Scholar]
