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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Every organization is made up of people, who follow work processes, use resources and generate results. Selecting people becomes more and more strategic for organizations since it is the first contact between company and candidate. During the recruitment process both parties can know more about each other and decide to be part or not of the organization’s team. The selection process works in two ways: the company chooses the best candidate and the candidate chooses the company in which he or she plans to further develop a career. Read More

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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

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When Southland Industries contacted Dr. Charles Tweedly, from Pine Manor College, to design a leadership development program, he proposed an Action Learning-based approach that combined learning labs, assessments and individual coaching over a one year period to assure real-world, sustainable results. The collaboration between Dr. Tweedly and Southland generated a new program called AL2: Agile Leadership through Action Learning. This case study describes the program and its impact on the participants and the company. Read More

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When the WIAL newsletter editor asked me if I would write about the connection between Action Learning and the Ambidextrous Organization (AO) I became excited. The reason was because the principles of Action Learning are ubiquitous in the AO, they’re everywhere! I might even go as far as to speculate that if one were to model an organization and its objectives after the Action Learning model and principles they might end up with a specific kind of Ambidexterity, contextual ambidexterity. Let’s take a look at some specific ways in which Action Learning supports the Ambidextrous Organization. Read More

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Two methodologies are in focus: Appreciative Inquiry and Action Learning. In this article, we explore beyond the leadership competencies and examine the opportunities that may arise when we sequence these seemingly ‘opposing’ methodologies in a leadership development framework. Dancing with the seemingly polarized world is the way to handle uncertainty – AL (problem-centered) and AI (strengths-focused) are seemingly opposing each other philosophically, yet unleashes power from their synergy as instruments for change and growth, as much as Yin and Yang for our universal order. Read More

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Boston a Brasil, de Finlandia a Tokio, empresas tan diversas como Samsung, Dow, GE, Deutsche Bank y Boeing comparten una poderosa herramienta de aprendizaje en el lugar de trabajo: la Formación a través de la acción. Han creado miles de nuevos productos y servicios, han mejorado su calidad, han reducido los costos y los plazos de entrega, y han introducido cambios fundamentales en la cultura de sus organizaciones liberando el poder de la Formación a través de la Acción. ha surgido rápidamente como la principal herramienta utilizada por organizaciones como Sodexho, Novartis y Nokia para resolver problemas. Read More

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The Covid-19 global pandemic is showing no signs of abating, half a year after the virus first reared its ugly head in China before spreading rapidly to literally every corner of the world. The resulting deep recession presents an existential threat to many companies and leaders need to rally their people to help their organisations face difficult months and years that lie ahead. In this process of fighting for survival and recovery, organisations need to make problem-solving a way of life to respond to both internal and external challenges. Read More

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As Action Learning Coaches in an action learning session, one of our objectives has always been to guide and support the learning of the team members. Learning can be achieved through many ways and the action learning coach has a range of methods and skillsets to bring about that learning within the team. We use the power of questions, the keen eye of observation, the lenses of neutrality, the presence of sensory acuity, and the action learning process to support individual and team learning. I have reviewed many reflection and application papers submitted by candidates as part of their certification process. Read More

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Action Learning constituted the core methodology in the design of an organisation-wide development programme held during January 2020 at the Caribbean Community Climate Change Centre (CCCCC) in Belize. It is a CARICOM agency based in Belize, which collects and maintains the highest quality data and information relevant to climate change compatible development of CARICOM member countries.The CCCCC is reviewing the impact of Action Learning and considering how it may continue to apply this process in the future. Read More

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