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Using a multidimensional case-study research design, Deep Learning explores the experiences of one company developing leaders’ abilities using what is often referred to as “transformative learning.” This process of deep learning is an experience that causes significant awareness and/or shifts of assumptions, perspectives, and frames-of-reference that one holds or oneself, of others, or of the world.

Building on existing qualitative research, this book provides process observation of a deep learning experience, using opinion-polling of subject matter experts, semi-structured interviews, and participant observation to describe the practices and organizational supports used to successfully foster deep learning in leaders.

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