A gamechanger. That, according to Jos van den Berg, is Action learning. A way of thinking and working together that he was introduced to several years ago and not only uses in his work as director-owner of Repair Care, but has integrated into his whole personality. “They say I’ve turned 180 degrees and I think that’s fantastic,” he says.
The first group reframed the problem to “how to quantify the behavior of employees in embracing the corporate culture”. They have reached the realization stage of the project and have some preliminary results.The second group went through problem reframing. The topic became “How to make Mela’s stocking more resilient in the VUCA era.”
Melbourne Business School (MBS) approached me to integrate Action Learning coaching into their Executive Development program for one of their clients. The program covers a spectrum of competencies, starting with strategy, financial acumen, business economics, and digital marketing. It is designed to upskill managers across a single organization; these managers stem from diverse business units or companies within the conglomerate.
From my conversations with clients, I would say they would be patting themselves on the back if it was at least a 6.As I work with business leaders, heads of departments and managers across different industries over the years, I often hear a similar comment or concern from them. One of their frustrations is how to get the team members to speak up more, to contribute ideas,to challenge them to think out of the box.
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This reflection is based on more than 10 years of Action Learning practice in the French national context, and the difficulties countered in optimizing the learning benefits of this great collaborative intelligence method.In France, the field of learning is closely linked to that of training, and therefore to teaching and its pedagogical approaches. What’s more, the notion of “apprenance” is still
often misunderstood, and not distinguished from that of training, which focuses essentially on cognitive learning and too little on behavioral learning.
Learning from what goes well is the fourth element of seven, which I describe,
following the success of Jumbo Visma’s cycling team.
My previous blog was about the importance of learning from what went wrong. So
now the opposite. The question that immediately comes to mind is: How (or when)
does a team learn more from loss or more from gain and why?
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It begins with a simple conversation between Action Learning coach Hou Shaohua and
his friend Zhao Shuping about Action Learning. After a serious discussion in April
2021 ,they realized that Action Learning may help Generation Z and young people born
after 1995 out of the confusion of life and work.
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The book points out how human capacities for dialogue and connection are
powerful tools to generate more empathy and results in communities,
organizations and even in the country.
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