I see opportunity to implement Action Learning in K-12 education at the student level,teacher level, and administrative level. This brief article will cite recent researchWith a history in education since 2000, I see an enormous opportunity to implement
Action Learning (AL) within K-12 education and Higher Education. In fact, my doctoral
dissertation focused on educational leadership through the lens of AL. The guiding
research question asked, What, if any, impact on a building level administrator’s
leadership practices result after their participation in an Action Learning program?
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I see opportunity to implement Action Learning in K-12 education at the student level,teacher level, and administrative level. This brief article will cite recent researchWith a history in education since 2000, I see an enormous opportunity to implement
Action Learning (AL) within K-12 education and Higher Education. In fact, my doctoral
dissertation focused on educational leadership through the lens of AL. The guiding
research question asked, What, if any, impact on a building level administrator’s
leadership practices result after their participation in an Action Learning program?
Read More
I’ve been conducting an unscientific experiment when I present in different cities. The
nature of the experiment is that I ask folks in the audience – Can you tell me what I
should see while I’m in your city? I get answers along the lines of ‘the zoo’, the museum, the mall, a particular restaurant or monument.Eventually, someone catches on and realizes that I did not ask ‘What should I seewhile I am in your city?’ I simply asked ‘Can you tell me what I should see while I am in
your city?’ At this point I will typically get the response that I am seeking – YES!
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Individual coaching has undoubtedly made a profound and major contribution to
personal and leadership development around the world for many decades.
However, the world has become too complex, competitive, and fast changing for
single leaders to deliver corporate success. Organisations will in future need
dynamic, agile and collaborative teams with the ability to adapt to uncertainty. This
will require a continuous learning culture, new thinking, and a solid team coaching
regimen.
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Globally, we are dealing with a troubling pandemic which has been partially covered
by the media for a long time. Today, there are millions of young people worldwide
who have lost hope, are depressed, and even considering suicide. They no longer
know who to turn to, to discuss their problems and worries. People are often too
busy with their personal matters and, therefore are not able to provide these youth
with advice and support.
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Year 2020 was not just a year after 2019, but a year full of changes in all of our
lives. The Covid-19 pandemic had brought the “New Normal” lifestyles into all
walks of life. As the pandemic continues to spread across the world, more people
are being affected physically, mentally and financially.
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“Collaboration is the physical act of making new and unprecedented connections. When two or more people work together for a shared goal, the result of the work is different from the sum of the contributions.” – Benjamin Hardy. There are many methods of group work that aim to encourage the exchange of knowledge, collaboration and collective intelligence based on dialogue. Many people ask me what the main differences are, especially regarding two of them: Action Learning and Co-development. I believe that one of the reasons for these questions comes from the fact that Action Learning was a source of inspiration for Adrian Payette and Claude Champagne, creators of Co-development and, therefore with many similarities.
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How could a problem that’s been around for years be solved in 90 minutes? How could different groups, who might have been at loggerheads in the past, work together to solve a common problem? The answer may be summed up in two words: Action Learning (AL). I’ve been a professional coach for years, and while I can work with individuals, working with groups has never been my cup of tea as an introvert. What I didn’t know was that I did not need a personality transplant to be able to work with groups. I just needed to learn a powerful tool that enabled people to work together, without requiring me to do the heavy lifting.
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