Being both professor of human management and leadership at La Rochelle Business School and a certified action learning coach, I had the opportunity to experiment with action learning with students in my courses as a new pedagogical approach to develop their leadership competencies. I have tried to use action learning in all my management courses in several educational programs (Bachelor, MBA and Master) for 3 years. Although it is still a short experience, I would like to briefly share with the WIAL community some features of this ongoing pedagogical experience. Read More

When I joined Peace Corps for the third time in 2011, I was hired as the director of overseas staff recruitment and selection but came with an additional agenda: I was determined to promote Action Learning (AL) from within the agency. I had worked previously with the Peace Corps from 1976-1982, and again from 1993-2001 and knew the agency and its history very well. What follows is a chronicle of my attempts to introduce AL at the Peace Corps. Perhaps some of the experiences I relate, the successes and the failures, will resonate with others, and provide some useful insights as they promote AL in the federal government workplace. Read More

The biggest organizational system in any country, I would think, would be the Government. Thus, the founders of WIAL Philippines thought that aside from our corporate clients, it was imperative that we share Action Learning to the country’s government agencies. Imagine, if all Philippine government agencies were using Action Learning solutions to our country’s problems would come faster in a spirit of co-ownership, cooperation, and collaboration! As a microcosm, WIAL Philippines is a partnership among five friends coming from three separate consultancy firms that have been in the business of Change Consultancy. Read More

Action Learning is being used as one of the leadership development and problem-solving tools in Transitions Optical Philippines, Inc. It was rolled out at an opportune time when the organization had undergone a lot of changes over the past couple of years and the plant’s management team was in the position for an average of 3 years. The plan was to start an AL program involving management, key positions, and high potentials. A 3-day Foundations Program was rolled-out by WIAL Thailand in December 2013. Read More

Given the current and growing interest in team coaching among a wide range of organizations, it will be increasingly important to highlight action learning as a systemic team coaching approach, in addition to its value as a group coaching and problem-solving methodology. While there are many flavors of Action Learning, the single-problem approach developed by Prof. Marquardt can be regarded as an effective approach to systemic team coaching. It shares the enabling conditions that support effective team coaching as well as Peter Hawkins’ five disciplines that are essential to the success of a sustainable and value-creating team. Read More

Helmgras, an elementary school in the Netherlands, embraced Action Learning and was one of the 2017 award winners at the WIAL Global Forum in Shanghai. An article appeared in a Dutch magazine recently to describe the adventure. This is part 2 of the article. My colleagues were not really ready for my business approach. I had to admit now that I didn’t really well manage the image that I had. My approach was focused on proving that a school can be managed in a different way: business-like, commercially viable and focused on values, just like a company. Read More

WIAL Singapore had the privilege and honor to collaborate with Schneider Electric in working with their global talents leadership teams in 2016. Schneider Electric is the global specialist in energy management and automation. With revenues of ~€27 billion in FY2015, and 160,000+ employees, the company serves customers in over 100 countries, helping them to manage their energy and process in ways that are safe, reliable, efficient and sustainable. In early 2016, WIAL Singapore was approached by Schneider Electric to support its SCUBA (SChneider Useful Business Advisor) initiative. Read More

Perhaps no tool is more effective in building a learning organization than action learning Lex Dilworth (1995) called action learning “the DNA of a learning organization” since action learning enables organizations to continuously learn on an organization-wide basis, thereby being better able to adapt to the continuously changing environment. Reg Revans (1982), a pioneer in the development of action learning, notes that action learning creates “constant learning opportunities for people. It inherently creates a culture and morale for learning.” Read More

Michael Marquardt, professor at George Washington University, has often quoted anthropologist Margaret Mead, who once stated: “Never doubt that a small group of thoughtful committed citizens can change the world. Indeed, it’s the only thing that ever has.” What happens during an Action Learning session, with up to eight participants and a coach, is the activation of the group’s collective intelligence through an ancient and intrinsically human technique: the use of questions. By rescuing curiosity and putting empathic listening into practice, it is possible to find new paths to navigate demanding situations. Read More

Action learning; these words made me curious. As a person who loves action as well as learning I didn’t have to think twice about participating in the action learning course I was invited to by EMORA, Twan Paes, The Netherlands. I am a vice-principal of a primary school with 540 children including an after school care, with a total of 40 colleagues. I was motivated to learn more about AL. As a leader and former teacher my heart goes out to increasing the knowledge and talent that the people and children I work with have within. Read More