Recognizing the need to improve how we solve problems, we started introducing Action Learning to the organization. What started as Action Learning clinics in several departments to help identify urgent key issues grew into Action Learning in Action workshops focusing on the process experience. Problems presented ran the gamut from challenges faced at work to issues at home. Recurrent themes in these one-day sessions include employee engagement, clarity of goals, interpersonal communications, finding work-life balance, improving business unit performance and managing relationships at home. Read More

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Action Learning is the core foundation of our business school, and for our coaches and students, so it goes without saying that BSN is always on the lookout for the best way to practise and integrate Action Learning in all our operations. September marked the start of a four-day WIAL Certified Action Learning Coach training session – the renowned CALC training. Business School Netherlands considers this training the best way to further develop Action Learning skills and insights, and to establish oneself as an Action Learning Coach. Read More

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The Government is often considered to be shrouded in tradition and what some may consider dated processes. This often extends even to the methods used for the performance development of its employees. Forced to deal with the impact of global economic downturns and the increasing difficulty in sustaining growth and development in their respective countries, Caribbean nations have embarked on a master plan to create a more prosperous future. This overall strategy relies on the rapid transformation of the public sector so that government services can ably support, promote and facilitate initiatives in other sectors. Read More

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Action learning, founded by Reg Revans in the 1940s, has become a popular method for supporting leaders to tackle complex issues in organizations and develop themselves simultaneously. The method encourages leaders and teams to ask questions to stimulate critical reflection and make better decisions. The World Institute for Action Learning (WIAL) approach, founded by Dr Michael Marquart, mostly emphasizes problem-solving. As an experienced practitioner of both Appreciative Inquiry (AI) and action learning, I formulated an action learning process aligned with the essential strength-based principles. Read More

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FirstBank of Nigeria is Nigeria’s largest financial services institution (Global Finance, 2012) with over 750 branches and over 5 million customers in the Nigerian market. The bank has over 15 subsidiaries including BIC, Congo DRC, FBN Bank (UK), FBN Bank, Guinea, FBN Bank Ghana, FBN Bank Gambia, FBN Bank Sierra Leone, and representative offices in South Africa, UAE, and China. Firstbank has always been at the forefront of innovation in the financial services sector in Nigeria, being the first to launch a world-class corporate academy. Read More

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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

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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

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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

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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

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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 1 of the article. Each day, teachers, administrators and directors dedicate all their energy to bring better education for students. Problems and challenges get more and more complex. Dealing with these challenges requires specific competencies. Hans Ploeg, director of the Helmgras Elementary school applied the method in his school. Read More

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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

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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

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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

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Action learning is often used by organizations to support change initiatives. In order for organizational change to be successful and sustainable, there needs to be continuous commitment and participation by people in the organization. In order to be more change-ready, organizations need to develop its capacity and capability. Action learning is an effective approach to develop the leadership skills needed to influence and lead teams to drive change. The positive feedback and sharing was also encouraging for the Action Learning coaches involved. Read More

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Very often, people and organizations do not succeed to make an impact that sustains. Even though one starts off something new (e.g. Action Learning) with enthusiasm, it often results in a rapid relapse into old habits. How can I reduce the risk of falling back into old behavior, such as judging instead of asking questions? For this purpose, I personally use the lessons I have learned as a sports coach. What happens when one wants to do something new? Before one starts, there is a phase of being unconsciously incompetent. Read More

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