Transformative Learning in the Workplace

Abstract

Using two silent-dialogue scenarios as a basis for discussion, this chapter provides an overview of how workplace learning can be framed by transformative learning theory. Based on the literature on workplace learning, the authors review the primary kinds of workplace learning that can be found in diverse workplace contexts. In contrast to the debates occurring in adult education about what is and what is not transformative learning, here they suggest that each kind of workplace learning has the potential to be a transformative learning experience. The chapter concludes with a discussion of paradoxes and implications. In this chapter the authors explore the nature of workplace learning from the perspective of transformative learning theory. In order to do this, they present two scenarios, one related to employer-sponsored learning in the workplace, and one related to leadership development facilitated by an external consultant. For each scenario, the authors use a silent dialogue—revealing the thoughts of the educator as the scenario unfolds, and the thoughts of one of the participants during the same timeframe. The silent dialogues reveal the conflicts and issues inherent in the scenarios. Drawing on the literature on workplace learning, the chapter provides an overview of kinds of workplace learning, and then analyzes the first scenario. This is followed by the presentation of the second scenario and an analysis of that scenario, next turning to transformative learning theory, and using that framework to better understand the kinds of workplace learning and how they can be transformative. The chapter discusses the paradoxes inherent in applying transformative learning theory to workplace learning and lists some implications for practice, theory development, and research.