by Michael J. Marquardt, H. Skipton Leonard, Arthur M. Freedman, Claudia C. Hill, 2009 Principles, Strategies, and Cases
Action Learning: Bridging the Generational Gap
The next generation of leaders face a serious problem: Baby Boomers are retiring and leaving the pipeline sparse and unprepared. But there is a solution. According to EDA’s 2014 Trends in Executive Development: A Benchmark Report, one of the top developmental activities to prepare this next generation of leaders is Action Learning .
This “real-time” leadership development process involves teaming up executives to solve existing work problems. Passive learning methods, such as in-classroom training, often have little clear connection to the pressing business issues that executives face. By contrast, Action Learning closes the gap between theory and practice. It instils core leadership capabilities and is an exercise in leadership development.
Executive Development Associates
Skipton Leonard, Ph.D., CEO of WIAL and Maynard Goff, Ph.D. This article appeared in a refereed American journal and provides a case example of how Action Learning can be integrated into a larger leadership development program.
Dr. Michael Marquardt. This article appeared in a refereed British journal and presents a detailed description of Action Learning as applied by Boeing in an executive leadership program.
Dr. Michael Marquardt. This article discusses the central role of asking good questions in fostering creativity effective problem solving. This article addresses the following questions: What makes a question “great?” How to ask the right question at the right time? What not to ask?
Dr. Bea Carson A dynamic process for problem solving, building teams, developing leaders and changing culture, “action learning” consists of the following six components: a problem; a group of four to eight people; a commitment to learning; a process that encourages questioning and listening; a resolution to take action on; and an action learning coach.
Arthur M. Freedman, James A. Perry.
This consulting psychology case study describes how an initially nonvoluntary consulting engagement with an executive client in a highly complex nuclear industry organization evolved from suspicion to trust, enabling the client to achieve work-related goals.
By Skipton Leonard.
Leadership development programs often a “one size fits all” approach to leadership development. The need to customize development to the level of leadership supports the flexible and targeted approach that action learning provides.