Since Reg Revans first introduced it to coal miners of Wales and England in the 1940s, Action Learning has become a dynamic process that assists organizations to challenge the status quo, and to develop creative, flexible and successful strategies.

 

Action Learning positions inquiry at the core of organizational behavior, develops critical thinking and creates mutual respect among employees at all levels. The focus on inquiry speaks to Peter Senge’s concern that organizations should move from institutional training to a learning environment.

Action Learning solves dilemmas of all sizes, and is particularly effective with complex problems that may appear unsolvable.

It elevates the norms, the collaboration, the creativity and the courage of groups that solve problems of great urgency to the organization.

Action Learning solves problems and develops leaders simultaneously because its simple rules force participants to think critically and work collaboratively, and because the group’s coach, the Action Learning coach, assists group members to reflect, not on their problem solving, but on the elevation of their group functioning and on examples of their leadership skills. Action Learning participants become effective leaders as they solve difficult problems.

Benefits Derived from Action Learning

Action Learning benefits the organization as a whole and its members individually and in teams.

 

Action Learning can:

• Assist succession planning by developing a cadre of highly qualified candidates for promotion to executive leadership positions.
• Deepen participants' confidence in their leadership and team participation skills.
• Enable participants to establish effective, mutually respectful working relationships with co-workers at all organizational levels.
• Develop competence among individuals and teams in problem-solving and decision-making processes.
• Relate action research/action learning theory and methods to organizational challenges.
• Enhance participants' capacity to reflect on and learn from their individual and collective experiences.
• Develop in participants an awareness of how their implicit assumptions, beliefs, attitudes, preferences, and organizational interests influence their thinking, decisions and actions.
• Increase competence in preparing and presenting recommendations concerning urgent organizational issues to executive management.

 

To find out more about Action Learning, visit www.wial.sg


Action Learning Foundations Workshop (2 Days)

This workshop introduces participants to the two ground rules and six components of Action Learning, and gives them practical experience in problem solving using the WIAL Action Learning model. Each participant will gain experience as Action Learning group member and coach.

 

Who should attend: Potential Coaches, Organizational Champions, Sponsors

 

Please click here to find out the schedule of the workshop

Please contact This e-mail address is being protected from spambots. You need JavaScript enabled to view it  for program details.

 
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