Author Archive
Peter Thailand
CALC since 2013 and started up WIAL Thailand !
Third Edition of the field-defining book!
by Michael Marquardt, Shannon Banks, Peter Cauwelier and Choon Seng Ng
Originated by Reginald Evans in the 1940’s, the Action Learning Model was refined and then reintroduced in 1995 by lead author Michael Marquardt to organizations globally as a powerful tool for improving organizational performance. Today, Marquardt is widely considered to be the modern “father” of the Action Learning approach. For this new edition, Marquardt has teamed up with three Action Learning experts from Asia and the UK who bring a broader global approach to what has become THE seminal book in the field.
NEW TO THIS EDITION:
Each chapter has been updated for alignment with today’s practice and implementation of Action Learning in organizations. In addition, new material, including case studies have been added to most chapters and outdated ones replaced. The authors have added more examples of great questions in Chapter 4 (Questions & Reflections), more discussion of virtual Action Learning in Chapter 3 (The Group) and completely new content in Chapter 7 (The Action Learning Coach), specifically on how to begin Action Learning sessions and how to become a Certified Action Learning Coach.
The Healthcare Leadership College under MOH Holdings Pte Ltd used Action Learning as a foundation for the Activist for Change Programme, one of the key leadership development initiatives. The WIAL Action Learning coaches lead by Mr. Choon Seng Ng participated in the curriculum design, supported the various teams to work on their projects and coached the competency development of individuals and teams.
“Mr Ng and the team of WIAL Action Learning Coaches were definitely a valuable resource in the development and running of the Activist for Change Programme.”
Trevor Chua
Assistant Director
MOH Holdings Pte Ltd (MOHH) Singapore
Eastern Caribbean Central Bank (ECCB) created a 9 month customized leadership development program to prepare its top managers to recreate the organization for greater effectiveness over the coming decades in a complex multiple-stakeholder environment. Action Learning was the key part of the program, and the part that participants appreciated the most !
“The Action learning group segment was vital as it created accountability and heightened the importance of active listening, working collectively and giving and receiving feedback.”
Danny Caine
Chief of Security
Eastern Caribbean Central Bank (ECCB) Caribbean
Auchan Retail in Ukraine is undergoing important changes and management transformations. Looking for a methodology to support the change at the different levels of the organization, Action Learning was confirmed as an excellent integral method and the first feedback is very positive. We have certified 12 Action Learning ambassadors who have in turn trained over 350 collaborators to implement Action Learning-based change initiatives in their different work areas.
“The WIAL action learning methodology is 100% in line with our goal which is to move to collaborative behaviors and helps people to be more open minded, creative and innovative.”
Frédéric Henin
Talent Development Director
Auchan Retail Ukraine
The United States Department of Justice (DOJ) used Action Learning in 2016 to support six major projects, leading to breakthrough improvement in the procurement processes and uniformity at the U.S. Marshals Service (USMS). WIAL trained LEAP alumni to become coaches for the following cohorts and this approach brought the program to the next level. Since 2017, an Action Learning Community of Practice (ALCOP) brings together 50 members from over two dozen federal agencies to share best practices and share approaches to action learning sets.
“Action Learning has become a key leadership development component of the Department of Justice’s “Leadership Excellence and Achievement Program” (LEAP) for high potentials.”
Bill Thimmesh
Program Manager, Leadership and Executive Development
Department of Justice
RLC’s Malls business unit embarked on a large scale leadership development program based on Action Learning. 17 Action Learning groups of 6-7 members from different divisions worked on some of the most complex business challenges. During 3 months, they identified root causes, developed action steps and implemented their projects while at the same time practicing their leadership values and personal improvement actions.
“The General Manager was happily surprised at the outcome of the projects and in particular the really bright ideas she didn’t expect. RLC has come to realize that instead of ad hocs or task forces for special projects, an Action Learning project to solve, plan, or work on specific organizational concerns or scenarios may be the best approach and structure in the future. Yay!”
Fatima Olaguer
Associate HR Director – HR Operations/Learning and Development
Robinsons Land Corporation
For us in AirAsia, Action Learning has helped introduce the concept of learning and leadership competencies in a manner that is practical and real, with teams working together to solve urgent, complex problems. For the past two years Action Learning has been positioned at the grassroots level, with priority focus on problem-solving and team-building skills.
“Our internal Certified Action Learning coaches are excited to continue and expand Action Learning as the cornerstone of the top leadership development programs for Air Asia, from Kuala Lumpur to Manila to Bangkok and more.”
Faz Kamaruddin
Group Head, Talent
Air Asia
Helmgras used Action Learning to create unity and connection between the teams of two recently merged schools. Nine team members were trained as Action Learning coaches to build and reshape the direction of the merged school from within. The coaches work on different priority areas and asking questions has become second nature within the school.
“Developing quality requires finding the correct solution for the real problem. For the management team at Helmgras elementary school, this is the foundation for education focused on talent growth.”
Hans Ploeg
Director
Helmgras Primary School
In 2015, our CEO led our executive team to discover the WIAL Action Learning methodology. Later, it was applied to our management team. Now, it is widely used in the whole organization.
Whenever we encounter a complex and important problem, we use Action Learning to find solutions. As a project manager of a new program, I need to explore different possibilities and alternatives with my team members. Sometimes we are confident to move further, but then a powerful question hits us and makes us reconsider our situation. We often realize our idea is not yet clear enough and then find together a clearer and better path.
“Action Learning has become part of our culture and helped us avoid many wrong decisions and actions.”
Howard He
Assistant Vice President
Aviva-Cofco Life Insurance
After I discovered the Action Learning process in a Foundations class, I immediately applied it with my MBA students. Each year, students are struggling to finalize the topic of their thesis and it is always a stressful situation for everyone. We applied Action Learning to get students to think in a more focused way about what research they want.
“The result is that for two years in a row, students finalize their thesis topic in 2 months instead of 6 months.”
Thitiwan Sinthunok, PhD
Lecturer
Panyaphiwat Institute of Management
The top team of the recently merged company used Action Learning to deal with 5 company challenges, with the company President Qiao Hai, as sponsor. After 6 months, the projects resulted in increased revenue and improved customer satisfaction. At the end of the program, President Qiao Hai said:
“I hated training in my whole career life, but this project is the ever best project I have been through.”
Qiao Hai
President
Tempus Group Co., Ltd
The WHY of Action Learning
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Organizations that use Action Learning benefit in many aspects of their business. Why is Action Learning so special? The secret is in the formula. By asking questions, it opens thinking and helps teams reach answers to problems.
“The series of Action Learning sessions has helped me achieve the challenging business goals I had set in half the time I planned. Through better leadership I have developed a strong management team and reduced my work load. Unexpected benefits were getting a far better work life balance and confidential networking with other senior business leaders.”
Sunil K.
Chief Executive
India Asia Region, ACS Group
Intro to Action Learning
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How is Action Learning different from problem solving methods from the past? Dr. Bobbie DeLeon gives a brief introduction on Action Learning and explains its power in team and group performance.
Essilor deployed a worldwide leadership and team development initiative called Grow Your Team in 2015 with Action Learning as a key component. The Action Learning sessions were so valued and appreciated by those who participated that the Thailand organization decided to internalize Action Learning and to keep on running sessions beyond the initial program. We started to train coaches in 2016 and in 2017 we are running Action Learning sessions with internal coaches once a week.
Participants really value the opportunity to share management issues with peers and to use questions to open up new ideas and views. Action Learning has become an internal process to solve management issues, encourage sharing and learning and definitely helps to build trust between peers.
We are excited to continue the Action Learning sessions this year and beyond.
“Being an Action Learning coach has really helped me to better listen, not just during the sessions but also outside, as a manager with my team.”.
Peter Lynch
Essilor Thailand Grow Your Team Coordinator
Essilor International
