Virtual Action Learning sessions are just as powerful as the original in...
Action Learning has emerged as a method of choice for global companies, government agencies, and non profit groups that want to improve quality, cut costs, create new products and services, and change the cultures of their organizations. From Boston to Brazil, from Finland to Tokyo, companies as diverse as Samsung, Dow, GE, Deutsche Bank, Boeing, Sodexho, Novartis, Nokia and many others use Action Learning to solve complex problems, develop leaders, build teams and expand corporate capability.
Since Reg Revans first introduced it to coal miners of Wales and England in the 1940s, Action Learning has become a dynamic process that assists organizations in challenging the status quo and developing creative, flexible and successful strategies. Action Learning positions inquiry at the core of organizational behavior, develops critical thinking and creates mutual respect among employees at all levels. The focus on inquiry speaks to Peter Senge's concern that organizations should move from institutional training to a learning environment.
Action Learning solves dilemmas of all sizes. It is particularly effective in solving complex problems that may appear unsolvable. Action Learning elevates the norms, the collaboration, the creativity and the courage of groups that solve problems of great urgency.
Action Learning solves problems and develops leaders simultaneously thanks its simple rules which force participants to think critically and work collaboratively. As a leader, the Action Learning coach assists group members in reflecting, not on their problem solving, but on the elevation of their group functioning. Action Learning participants become effective leaders as they solve difficult problems.
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