action learning
BY TONY PALLADINO
‘Action Learning’ for Leadership Development – Is this still a viable learning option?
“There is no learning without action and no action without learning”
(Reg Revins 1998).
L = P + Q
Learning = Programmed (knowledge) + Questions (insight).
Many may have heard of ‘Action Learning’ being talked about within the training fraternity, but how many trainers really know what it is or consider it beneficial as a methodology for training leadership and supporting organization advancement?
The concept of ‘Action Learning’ would possibly find its root from experiential learning or learning from ‘what went well’ and ‘what didn’t go so well’,
which, as an individual, the experience can become a lonely journey and steep learning curve. The foci of ‘Action Learning’ is established on a forum or group of people who may be committed to similar objectives but not necessarily have the same level of professional experience and development.
The ideal group, or to formalise a title, ‘Action Learning Set’, would consist of members from varying skill levels and occupational experience.
The strength of ‘Action Learning’ is developed through group initiatives built on the foundation of an organization’s needs. It relays on a ‘top to bottom’ engagement of sharing ideas and experiences based on group openness.
This methodology is to identify problems, solve them as a group, implement new initiatives and develop future opportunities.
Leadership
24 | TRAINING MAGAZINE MIDDLE EAST oct 2014
for leaders
BY GERWYN HARKETT