WIAL Global Conference 2017

WIAL Annual Conference Shanghai, China was held on October 19-20, 2017

“Transformation through Action Learning”

Chinese enterprises, no matter if they are multinational, state-owned or private; are facing unprecedented challenges for survival and growth. Chinese organizations realize that their business needs to transform on an individual, team, and organization basis.

Action Learning is being seriously considered as a tool to facilitate these transformations.

Registration is closed, but you can email Nina Ning for past conference details.

Speakers

Prof. Michael Marquardt

Dr. Bea Carson

Dr. Peter Cauwelier

Peter Kao

Dorothy Tsui

Fumiyo Seimiya

Shannon Banks

William Teo

Dr. Ruby Brown

Twan Paes

Paulina Chu

Marina Mazi

Dr. D'Arcy Dornan

Zenith Law

Prof. Daniel Belet

Cai Hongji

Prof. KC Chan

Dr. John Sautelle

Jayan Warrier

Dr. Jessica McWade

Faz Kamaruddin

Terence Quek

Dr. Kathleen Kueht

Tong Yu

Edouard Gruwez

Lin Lin

Gu Zengwang

Popsy Kanagaratnam

Hans Ploeg

Makoto Nagata

Emmanuael Ossom

Prof. Richardus Eko Indrajit

Kwong Yiu-jun

Zhang Bei

Pang Fei

Xiao Wei

Location

The WIAL Global Conference 2017 (WGC 17) was held at Skyway Pullman Shanghai Hotel on October 19-20, 2017!

Schedule

Events

Wed, Oct 18, 2017

9:00-13:30 Board Meeting

14:00-18:30 Affiliate Meeting

Events

Thurs, Oct 19, 2017

Global Conference

Events

Fri, Oct 20, 2017

Global Conference

Thursday October 19, 2017

9:00-9:05

Opening Speech

Speech by Dr. Bea Carson, WIAL Board President & Chairperson

9:05-9:55

“Transforming Organizations into Learning Organizations with Action Learning”

Professor Michael Marquardt , Co-Founder and first President of WIAL

Importance of becoming a Learning Organization
The five systems of learning organizations
How action learning builds each system
Case examples of learning organizations transformed by the power of action learning

Take Away:

How to build learning organizations by action learning
Practice Cases for reference

9:55-10:10

Tea Break

10:10-11:00

“Transforming Learning and Development with Action Learning”

Dr. Bea Carson

With limited budgets and higher expectations – How can employees be successful?
There are no failures only learning.
How can we transform culture in this rapidly changing environment?
Case Sharing

Take Away：

How to use Action Learning as a training tool
How to use Action Learning for culture change

11:00-11:15

Tea Break

11:15-12:00

“Action Learning Transition Period to break the old model of the organization (Paradigm Shift)”

Mr. Peter Kao

Why people are “model” trapped.
Action Learning Coaches help break the old patterns of the individual: awareness, doubt, refractor, change.
Applicable tools for Action Learning Coaches
Case Sharing

Take Away：

To break the old paradigm (Paradigm Shift) process and tools.
Practice case reference

12:00-13:15

Lunch

13:15-14:05

Hall 1: “Building High-Performance Teams through Action Learning”

Dr. Peter Cauwelier

What is team psychological safety and why is it critical for team performance?
What impacts team psychological safety and how can you further develop it?
What is the impact of Action Learning on team psychological safety?

Take Away：

A framework to help you design development programs that will develop team psychological safety

Hall 2: “Organizations need to strike a balance between leadership, management, and coaching, and use action learning to tap the “upperstream” and “undercurrent””

Mr. Twan Paes

In 2017, corporate collective into a puzzle, this situation happens to allow the organization to redefine the problem, the face of the problem.
What is the difference between the upperstream and the undercurrent? Appearance is what can be seen in the organization, such as performance, etc., which means that we “build the world with reason.” The potential is difficult to see in the organization of things, is the “emotional world.”
Which of the three leaders, managers, and coaches can solve the organization’s problems?
Cases of European companies

Take Away：

Design framework: to enhance the team “psychological security” talent development projects
Project practice sharing

Hall 3: “Solving intractable change problems through Action Learning”

Mr. John Sautelle

Understanding “adaptive change challenges”
How to use a collective “Immunity to Change™ process within the action learning process to get to the bottom of the problem and identify “safe to fail” actions – illustrated through a real case study

Take Away：

How to apply this process in your organisation
Ideas for how to use different processes within the action learning process.
Carrying out “Immunity to Change™”

Hall 4: Action Learning Practice from the Perspective of Organizational Development

Mr. Kwong Yiu Jun

A case scenario: Mergers and acquisitions under the scale of expansion and diversification
Two core needs: integration and synergy, growth and evolution
Integration of the three core technologies: action learning, guidance, coaching

Take Away：

Guide the process of problem solving and learning (from the process of action learning

14:05-14:20

Tea Break

14:20-15:10

Hall 1: Play the role of action learning coaches: focus on the development of leadership in the personality traits

Mr. William Teo

What is the key competitive point of leadership?
Personality traits and leadership
How does action learning help to improve personality traits and develop leadership?
Collaboration with Dr. Sridar of the University of Bora, Malaysia, and Dr. Heriott of Heriot-Watt University, Malaysia

Take Away：

Summary of personality traits in leadership development
Action learning application examples

Hall 2: “Action Learning in Strength-based Organizations – Fostering people & organization development based on collective strengths”

Ms. Dorothy Tsui

Dive into the “Positive” trend – unleash the power of Action Learning when Problem-solving is out of scope
Action Learning and OD – Identify projects that are derived from and will contribute to the whole-system
Case studies in South East Asia and Greater China regions

Take Away：

A proven strength-based model for Action Learning projects
Cases for reference

Hall 3: The Effect of Action Learning on Leadership Development and Participant Learning Transformation Experience

Ms. Kathleen Kueht

Action learning can accelerate leadership development and facilitate learning transformation
What are the obstacles to creating sustainable change?
Practical experience and lessons of action learning coaches
Action learning can create a supportive atmosphere for learners to learn from each other

Take Away：

Experience: how to cultivate the atmosphere for the transformation of the soil
Thinking: how action learning as a catalyst to develop leadership and promote personal learning

Hall 4: To Be Updated

15:10-15:25

Tea Break

15:25-16:15

Hall 1: “The Value of a Coaching Culture: Building Social Leadership Skills to Thrive in a Modern Workplace”

Ms. Shannon Banks

How leadership requirements are changing in a digital world
What skills and behaviours are needed to thrive in a modern workplace?
How creating a coaching culture through action learning can help develop these skills?

Take Away：

Self assessment around social leadership behaviours
New ways of thinking about action learning’s benefits

Hall 2: Action learning drives the transformation of public institutions

Mr. Verieux Mourillon

What are leadership competencies?
What hinders the transformation of institutions?
How do action learning coaches help members overcome the difficulties in transition?
Use action learning to promote the real case of the transition to share

Take Away：

Transition tool and process outline
Practical examples for reference.

Hall 3: Action Learning: Innovating and Strengthening the Impact of Management Education

Professor Daniel Belet

Don’t talk “Action Learning”
What are the important challenges facing management today?
Why do action learning provide a new and effective way to improve management and develop leadership?
How does action learn to develop the leadership skills of members, to create more creative and learning teams?
Business school action learning practice experience sharing

Take Away：

Action learning based on management and leadership development projects
Suggestions for successful action learning projects

Hall 4: To Be Updated

16:15-16:30

Tea Break

16:30-17:20

Hall 1: A Case Study of Action Learning Success

Mr. Ron McLuckie

Company background and expectations of the state
Measurable results after 16 months of action learning program
How do we apply action learning in the project?
Results: project advantages, can enhance the part and learn to harvest

Take Away：

Action learning Organizational development (OD) Successful project experience
Practical action learning and organizational development tips

Hall 2: Action learning makes education more effective

Mr. Hans Ploeg

Why are we used to acting first, rather than finding the problem first?
How does action learning help children grow better and promote teachers to work more efficiently? What are the gains and changes from them?
Tools and methods of action learning coaches
True case sharing

Take Away：

Action learning coaches how to help the school education system ideas and tools
Successful case sharing

Hall 3: Action Learning in Indonesian Banking

Professor Richardus Eko Indrajit

“What, Why & How”: What is, Why and How to implement action learning design thinking in the Indonesian banking industry?
Where does action learning apply to the banking industry?
Real case sharing: how three banks use action learning and success

Take Away：

Action learning design behind the framework of thinking
How do action learning be used as a strategy to help companies increase their value, integrate them into the organization, and promote continuous productivity gains?
Enterprise real case: how three companies become a world-class action learning organization

Hall 4: From “Supporting Actor” to “Lead” – Action Learning to Promote Stereoscopic Interaction

Ms. Zhang Bei

Change in the form of learning: employees from “with the corporate transformation of the supporting role” into “lead the main role of change”
Talent training changes: talent show from the “paper assessment” into “practical exercise”
The establishment of winning culture: vertical horizontal interaction learning and sharing the formation of “common business language”

Take Away：

How can the talent model at headquarters be implanted into the actual needs of local enterprises?
How will the development of talent development and business innovation to develop a combination?

17:20-17:30

WIAL Annual Awards

Honor the best practice & research

Friday October 20, 2017

9:00-9:50

Hall 1: Master Coach Demo

Prof. Michael Marquardt

Ready：How to form an AL group?
Question：What kind of questions could be dealt with AL?
Process：AL coaching Demo
Answering：Problems in the process

Take Away：

AL coaching skills demonstrated by Mr. Marquardt
Mr. Marquardt’s real practiced experience

Hall 2: “Changing the Change through Action Learning”

Mr. Zenith Law

Changing the change
Action learning in the spiral of inquiry
When West meets East
Curosity as a driver for change

Take Away：

Paradigm shifts
Ancident Chinese wisdom

Hall 3: “Future of Work and Action Learning”

Ms. Marina Mazi

How action learning can help leaders in a VUCA world?
What are the main characteristics and trends for the work?
What is a Person-Centred Approach?
What is the relationship between PCA, Action Learning and the future of work?
How Action Learning can shape the leader of 22th century?
Real case sharing

Take Away

How Action Learning helps future leaders
Person-Centered approach, Action Learning and the future of work
Cases for reference

Hall 4: To Be Updated

9:50-10:05

Tea Break

10:05-10:55

10:30-12:00

Hall 1: Master Coach Demo

Prof. Michael Marquardt

Ready：How to form an AL group?
Question：What kind of questions could be dealt with AL?
Process：AL coaching Demo
Answering：Problems in the process

Take Away：

AL coaching skills demonstrated by Mr. Marquardt
Mr. Marquardt’s real practiced experience

Hall 2: How can human resources development professionals develop their organization with action learning?

Mr. Cai Hongji

What role do human resource development professionals play in the development of the organization?
Organizational development: the general team into a high performance team
Talent development: high potential employees to transform into a highly efficient leader

Take Away：

Design framework for organizational development and talent development projects
Practice case reference

Hall 3: Preenetics (Emergenetics) is the winner of the 2015 WIAL Action Learning Innovation Award

Mr. Terence Quek

In 2015, the WIAL International Action Learning Association awarded the Emergingetics Asia Pacific Innovation Award, in recognition of its innovative approach to the combination of Emergenetics and action learning principles
What are the thoughts and behavioral preferences of the brain preference test (Emergenetics)? Why does the action learning coach apply it to the project?
In what architecture and mode, action learning is inspired? How can other companies easily combine this architecture and model with action learning projects?

Take Away：

Design framework for organizational development and talent development projects
Practice case reference

Hall 4: To Be Updated

10:55-11:10

Tea Break

11:10-12:00

Hall 1: “Coaching for Transformation”

Dr. Bea Carson

Future positive coaching
Neuroscience of coaching
Transforming teams through Action Learning coaching Examples

Take Away：

Coaching tips for transformation
Advanced Coaching practice

Hall 2: Action Learning Practice in China’s Large Enterprises

Mr. Gu Zengwang

Why do large Chinese companies need to learn?
Application of action learning in large enterprises in China
Action to learn the experience and lessons of the practice of large enterprises in China
Action learning in the future of China’s large enterprises outlook

Take Away：

Experience and lessons learned from large state-owned enterprises in practical action learning projects
Design ideas and framework of large state-owned enterprises action learning project

Hall 3: “Sharing the 3-year Transformation Journey to Catalyze “Leaders to Build Leaders” at MSI (Micro-Star Intl.)

Ms. Paulina Chu

In 2016, this “MSI Building a Value-based Culture” project received both the WIAL Best Business Practice award and the IAF FIA (Facilitation Impact Award).

Introducing and deepening AL in this large, complex organization.
Using AL to build leaders and sustain growth.
Interventions in addition to AL.

Take Away：

Understand this 3 year case and design
2. Explore AL’s power to build leaders’ capabilities and sustain business growth

Hall 4: To Be Determined

12:00-13:15

Lunch

13:15-14:05

Hall 1: Project-based Action Learning for Accelerated Transformation: Case Analysis of Three Leading MNEs (Japanese, Canadian, Indonesian)”

Prof. KC Chan

The presentation covers the need for converting a strategy into a prioritized pipeline of programs and projects to achieve both optimization and utilization of resources and achieve the supreme productivity performance of being faster, better and smarter than competitors. Thus, the prime lesson learnt is that action learning should permeate the whole organization from strategic to business to operations to achieve accelerated transformation in organizational culture from good to great.

The three leading MNEs (multinational enterprises) are:

Okuma Corporation (Japan)
Husky (Canada)
Sinar Mas Group (Indonesia)

Take Away：

Framework for project-based action learning
Holistic Thinking for accelerated learning
Real world application of the latest concept in project-based action learning for the transformation of 3 MNEs (multinational enterprises)

Hall 2: “Appreciative Inquiry & Action Learning: Positivity and Performance Meet”

Mr. Jayan Warrier

Origins and principles of Appreciative Inquiry
An experience of AI in action
The compelling need for positive performance
AI and AL: Applications

Take Away：

Understand AI as a tool and a life philosophy
Explore synergies of AI and AL in business and life

Hall 3: Let the business leader “pay” your action learning project

Mr. Ron McLuckie

What is the concept of peddling action? NO!
What is the business leader really expect?
Effective and feasible action to learn the sales process
How to build project cooperation?

Take Away：

effective and allows customers to Xinyi sales skills
Practical sales tips

Hall 4: The Virtual Team’s Action Learning Experience

Mr. D’Aarcy Dornon

Trend：virtual action learning
Experience：virtual action learning
Key to success：the problems the coaches need to pay attention Action Learning is a proven methodology that enhances business performance, rapidly solves problems, creates innovative solutions, achieves significant ROI, builds organizational capability and manages change. In other words, Action Learning also leads to innovative and breakthrough sustainable problem solving, leadership development, improves team performance and enhances learning organizations.

Take Away：

Thought：How to successfully conduct Action Learning sessions virtually and achieve positive results as per the above.
Experience：Engaging in virtual action learning.

14:05-14:20

Tea Break

14:20-15:10

Hall : 15 years, Japan’s typical action learning project

Ms. Fumiyo Seimiya

In 15 years, real action learning projects have been conducted in Japan (three Japanese companies have found and shared typical cases
The possibility of a Japanese student training student coach

Take Away：

Design ideas: how to use action learning to create a “good ask” cultural atmosphere of the process
Create the meaning of the internal action learning coach
Practice case reference

Hall 2: Up to ten years of use of action learning experience

Mr. Tong Yu

Action learning is an important part of the learning of talent projects
Action learning should be combined with the actual business, the formation of internal operational processes
Action learning requires tracking and counseling mechanisms to facilitate the achievement of learning outcomes
Through the actual case, show the effect of action learning

Take Away：

Experience the important role of action learning in talent projects
Draw lessons from the process and method of learning in business operation
Through the action school and IDP with the organic, to enhance the learning effect

Hall 3: In a short period of time, such as preparing a project report to a high level

Mr. Edouard Gruwez

Key issues of speech: “The paradox of speech” and “Curse of knowledge”
Thinking: What information will the top receive from your report?
Logic (Logic): how to build a viewer to facilitate the information structure?
Story (Story): what way to become information “hand” (handler), so that the audience memorable?
Media (Media): how to make a speech to enhance the effect of PPT?

Take Away：

Speaking of TLSM: Thinking, Logic, Story, Media

Hall 4: The Virtual Team’s Action Learning Experience

Mr. D’Aarcy Dornon

Trend：virtual action learning
Experience：virtual action learning
Key to success：the problems the coaches need to pay attention Action Learning is a proven methodology that enhances business performance, rapidly solves problems, creates innovative solutions, achieves significant ROI, builds organizational capability and manages change. In other words, Action Learning also leads to innovative and breakthrough sustainable problem solving, leadership development, improves team performance and enhances learning organizations.

Take Away：

Thought：How to successfully conduct Action Learning sessions virtually and achieve positive results as per the above.
Experience：Engaging in virtual action learning.

15:10-15:25

Tea Break

15:25-16:15

Hall 1: Case Study: Promotion of Action Learning Project in Hitachi Group

Mr. Makoto Nagata

How do you build organizational culture through action learning?
Collective transformation in the course of action learning: From “individual functions” to “cross-functional team members”
The need for a Japanese student training student

Take Away：

Action learning to create “good ask” culture of the process and methods
Reference case

Hall 2: “The AirAsia Action Learning Journey

Faz Kamaruddin

How AirAsia is applying Action Learning in:

Leadership development
Talent management
Organization change

Take Away：

Real-life lessons for coaches, people managers and HR leaders
Immediate action steps to incorporate AL in your own organization

Hall 3: The practice of fusion action learning

Ms. Lin Lin

How to understand and grasp the different forms of Chinese enterprises organizational development needs?
How to learn by way of action and mix other means to meet different customer needs?

Take Away：

on the party HR: how to combine their own situation and needs, the use of mobile learning approach to promote organizational development
B coach AL: how to combine their own situation and background, the use of mobile learning to help customers promote organizational development

Hall 4: To Be Determined

16:15-16:30

Tea Break

16:30-17:20

To Be Updated

Hall 1: “The L Path – Five Insights for Building Leadership Effectiveness and How Action Learning Informs Them.”

Dr. Jessica McWade

Leading：Developing Vision, Communicating Well, Knowing and Growing Yourself.
Learning：Encouraging Curiosity, Asking Questions, Diagnosing Challenges.
Losing：Championing Intelligent Risk-Taking, Learning from Failure.
Laughing：Being Humble, Achieving Balance, Finding Enjoyment in Leadership.
Living：Applying Wisdom from the Lived Experience, Succeeding across Cultures.

Take Away：

Practical tools for building self-awareness and improving as a leader-communicator.
Specific steps for creating organizational vision and the culture needed to achieve it.
Useful narrative, examples and case studies of leading on The L Path.
References to how some Action Learning principles inform leadership effectiveness.

Hall 2: Action learning and problem solving technology into Ghana – good start never too late

Mr. Emmanuel Ossom

Leading：Developing Vision, Communicating Well, Knowing and Growing Yourself.
Ghana’s graduates continue to rise in unemployment: Who’s wrong?
Enterprises are increasingly lacking in competitiveness: employees can not solve problems, universities and industries out of touch
Why does Ghana urgently need to learn: too many problems are not resolved, business stagnation, job creation is not created
Examples from MBA students: why Ghana is in urgent need of action
Real case from business

Take Away：

Practical tools for building self-awareness and improving as a leader-communicator.
How to promote MBA education through action learning to better help businesses
MBA student case example sharing
Example of real business case sharing

Hall 3: Practice case study sharing: action learning in any age group

Ms. Popsy Kanagaratnam

How does action learning work in different contexts?
How does the mobile learning coach work with team members to build the team’s positive habits?
How much can the coach interfere with during the course of action learning?
US middle school action learning practice case sharing/li>
How do I apply my action to your situation?

Take Away：

Practical tools for building self-awareness and improving as a leader-communicator.
Use of action learning in different environments
Group discussion: how to apply action learning to your work environment

Hall 4: To Be Determined

17:20–17:25

WIAL Awards

Honor the best practice & research

17:25–17:30

Closing

Preannouncing the Next WIAL Global Conference

Sightseeing in China

We welcome you, your spouse, and your family. There is no shortage of beautiful architecture and history in China.We can help arrange travel and lodging and provide sightseeing and shopping consultancy.

If there are 12 or more people visiting the same place at the same time, we will organize sightseeing team tours for you.

Contact Nina Ning for information