By Krystyna Weinstein
Our day-by-day reports at paintings offer us with never-ending possibilities to profit - that is the main underlying motion studying. that will comprehend some great benefits of being a part of an AL programme, or wish to set one up yet want to know extra, then this well known advisor will be an amazing position to begin. it truly is either a manifesto for a key method of administration improvement, and a private and useful advisor for an individual searching for a competent creation. This revised variation contains extended fabric on set advisers and on placing a good programme into perform, including a brand new bankruptcy at the way forward for AL.
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Extra info for Action Learning: A Practical Guide for Managers
WHAT IS ACTION LEARNING? • It empowers people – ‘Content is a false trail. Experts don’t provide the answers. Someone will always know more! ’ • It improves leadership qualities – ‘Being authentic is the only way to be a true leader ... Learning to manage yourself has to come before managing and leading others. ’ • It improves coping with change – ‘More traditional programmes don’t deliver the change and differences looked for back at work ... ’ At the outset of any programme, the outcomes it hopes to achieve are stated.
We are, after all, thinking beings. ‘It’s something that I 33 ACTION LEARNING need to learn to do without others – on my own,’ was the comment of one young participant after her colleagues in adversity had quizzed her, pushed her, and made her think of issues that hadn’t occurred to her. But doing so on our own is weaker, because we lose the benefit of others. How can we guarantee that on our own we won’t merely pursue our own inclinations, that we will challenge ourselves as much as a group of others will force us to?
As one participant put it: ‘It’s not only radical ... it’s the most dangerous course I’ve been on. ’ For some organizations, action learning can be said to be subversive because: • • • • • • • • It values everyone. It’s democratic. It stresses questioning. It stresses listening. It insists on actions. It gives courage. It encourages responsibility. It examines everything. For action learning to work – to take hold – the culture of the company is important. If it is authoritarian, fragmented and structured, with egoistic managers, where someone is always blamed, and where mistakes are pushed under the carpet, then the programme is likely to ruffle feathers, and expose people who prefer to hide: The culture of many organizations is the antithesis of action learning beliefs and principles – they’re competitive, individualistic.