Gill Coleman

BA (Hons), CQSW, MSc, PhD

Gill Coleman is Director of the Ashridge Centre for Action Research, Co-Director of the MSc in Sustainability and Responsibility, and a member of faculty for the Ashridge Doctorate in Organisational Change. Her interests are in participative approaches to personal and organisational learning and change, particularly as they relate to sustainability and corporate social responsibility. She has substantial experience in teaching and supervising action research theory and practice, and conducts action research projects in Saudi Arabia and Qatar.

Before joining Ashridge, Gill worked for ten years with the Centre for Action Research and Professional Practice at the University of Bath, conducting postgraduate teaching, research supervision and action research. Prior to that she was the Director of the New Academy of Business, a radical business education venture sponsored by Anita Roddick of The Body Shop.

Gill has a PhD from the University of Bath School of Management, and an MSc from the University of Bristol’s School for Advanced Urban Studies.

Gill Coleman

Publications

Giving Voice to Humanity: early findings from using Action Research and Appreciative Inquiry in Qatar's ambulance service

Coleman, G., Wiggins, L. and Lavelle, K. (2016) Giving Voice to Humanity: early findings from using Action Research and Appreciative Inquiry in Qatar's ambulance service’ Peer reviewed conference paper at 10th International Behaviour in Healthcare Conference: Attaining, sustaining and spreading improvement: Art or Science? April 2016, Cardiff. 

Action Research as Organisational Intervention: Possibilities and Challenges

Coleman, G., & King, K. (November, 2015) Action Research as Organisational Intervention: Possibilities and Challenges. Paper presented at the Global Centre for Work Applied Learning, Adelaide.

Core issues for modern epistemology in action research: dancing between knower and known

Coleman, G. (2015) “Core issues for modern epistemology in action research: dancing between knower and known” In Bradbury, H. The Handbook of Action Research. 3rd Edition. London/Thousand Oaks: Sage Publications

Second person inquiry

Coleman, G. (2014) 'Second person inquiry' In Brydon-Miller, M., Coghlan, D., and Gaya, P. (Eds), Sage Encyclopedia of Action Research. London, Thousand Oaks/Sage Publications

Evaluation and real time learning

Coleman, G., Gearty, M. and Shah, R. (2014) 'Evaluation and real time learning' 360 - The Ashridge Journal

Management Development for Sustainability-focused Organisational Change

This article reports and reflects on a decade-long action experiment to devise a form of business education for sustainability which helps managers act as 'pro-sustainability' agents of change, whilst simultaneously acknowledging that the managerialist assumptions underpinning this aspiration are part of the problem that change for sustainability needs to address. Adopting a reflexive action research approach, tentative conclusions are reached about the paradoxical nature of educational practice in this contested area.

Coleman, G. (2013) Sustainability as a management challenge, SI on Management Development for Sustainability-focused Organisational Change, Journal of Management Development, Vol. 32 (2)

The promises and challenges of extended epistemology

King, K. & Coleman, G. (2012) The promises and challenges of extended epistemology, UKCGE Conference, April

Sustainability as a learning challenge

In this article, Dr. Gill Coleman argues that sustainability is a learning challenge that can be effectively addressed using the principles and practice of action research. She introduces examples from the Ashridge MSc in Sustainability and Responsibility, and proposes the potential for action research to become a vehicle for lasting personal and organisational change.

Coleman, G. (2011) Sustainability as a learning challenge, 360° The Ashridge Journal, Summer, pp. 8 - 13

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Leadership for sustainability: an action research approach

Coleman, G. (2011) , Leadership for sustainability: an action research approach, Ashridge International Research Conference, June

Leadership for Sustainability: an Action Research Approach

Marshall, J., Coleman, G. & Reason, P. (2011) Leadership for Sustainability: and Action Research Approach, Sheffield, Greenleaf Publishing ISBN 978-1-906093-58-4

Using the AQAL Framework to Accelerate Responses to Climate Change

Ballard, D., Reason, P. & Coleman, G. (2010) Using the AQAL Framework to Accelerate Responses to Climate Change, Journal of Integral Theory and Practice

Insider Voices

Reason, P., Coleman. G., Seeley, S., et al (2009) Insider Voices: Human Dimensions of Low Carbon Technology, University of Bath Centre for Action Research in Professional Practice, ESPRC and ESRC funding

Cross-Atlantic Dialogue on University-Based Action Research: Paths to Upward Epistemology

Rogers, K., Hudson, B. & Coleman, G. (2008) Cross-Atlantic Dialogue on University-Based Action Research: Paths to Upward Epistemology, in B. Boog (ed), Toward quality improvement of action research: Developing ethics and standards, Amsterdam, Sense Publishers

Vision and Action: the possibilities of Action Research

Coleman, G. (2007) Vision and Action: the possibilities of Action Research, in McIntosh, M. (ed.) Learning to Talk: Corporate Citizenship and the Development of the UN Global Compact, Sheffield, UK, Greenleaf Publishing

Making Space for Difference: The CARPP approach to Action Research

Coleman, G. & Gearty, M. (2007) Making Space for Difference: The CARPP approach to Action Research, International Journal of Action Research, Vol. 3 (1+2): pp190-214

Gender, Power and Poststructuralism in Corporate Citizenship: A Personal Perspective on Theory and Change

Coleman, G. (2002) Gender, Power and Poststructuralism in Corporate Citizenship: A Personal Perspective on Theory and Change, Journal of Corporate Citizenship, Vol. 1, Issue 5, Spring

Thinking partners: Business, NGOs and the partnership concept

Murphy, D. and Coleman, G. (2002) Thinking partners: Business, NGOs and the partnership concept, in Bendell, J. (ed.) Terms for Endearment, Sheffield, U.K., Greenleaf publishing

Living Corporate Citizenship: Strategic Routes to Socially Responsible Business

McIntosh, M., Thomas, R., Leipziger, D. & Coleman, G. (2002) Living Corporate Citizenship: Strategic Routes to Socially Responsible Business, London, FT Prentice Hall

Time to Teach an Old Dog New Tricks: Business Schools and Sustainability

Coleman, G. (2001) Time to Teach an Old Dog New Tricks: Business Schools and Sustainability, Tomorrow Magazine, June

Putting Feminist Theory to Work: Collaboration as a Means Towards Organizational Change

Coleman, G. & Rippin, A. (2000) Putting Feminist Theory to Work: Collaboration as a Means Towards Organizational Change, Organization, Vol. 7, Issue 4

Corporate Citizenship: Successful Strategies for Responsible Companies

McIntosh, M., Leipziger, D., Jones, K. & Coleman, G. (1998) Corporate Citizenship: Successful Strategies for Responsible Companies, London, FT Pitman

Women's Organisational Experiences

Coleman, G. & Clarke, D. (1991) Women's Organisational Experiences, London, Local Government Training Board

Investigating Organisations

Coleman, G. (1991) Investigating Organisations, Bristol, School for Advanced Urban Studies, Working Paper Series

Training and Development for Resettlement Staff

Coleman, G., Smith, R., Tolan, F. & Higgins, J. (1990) Training and Development for Resettlement Staff, Bristol, School for Advanced Urban Studies

Management Effectiveness for Women

Coleman, G. & Clarke, D. (1990) Management Effectiveness for Women, National Extension College