The latest issue of CLO (Chief Learning Officer) has an interesting article on using Action Learning principles to create an integrated and applied approach to development. The article is called,
Action Learning in Management Development Programs.
If you are responsible for ensuring your staff is well trained, this article offers several great ideas and is worth a read. A lot of the training I do would fit into this category, because I like using real projects, problems, and opportunities to frame and ground the learning environment. Here is the opening paragraph:
An accelerating trend in management development is the combination of
different learning processes. For many organizations, management
development simply equals sending folks to open-enrollment programs at
business schools. Combining real work projects with a true learning
component is known as action learning, and its popularity is on the
rise. Companies such as GE, Boeing, Siemens, Johnson & Johnson and
Bertelsmann use extensive action learning programs for management
development, and many others are evaluating such programs. Action
learning simultaneously develops individual managers and teams and
tackles business issues. As such, it is expected to continue to grow in
awareness and popularity. Indeed, we may be in the early stages of
harnessing its power and success.