Download Action reflection learning : solving real business problems by Isabel Rimanoczy PDF

By Isabel Rimanoczy

Readers could by no means give some thought to studying, education, or instructing an identical approach back! construction at the pioneering basics of powerful grownup studying and plenty of of the middle rules of cutting-edge renowned motion studying method, motion mirrored image studying can provide a next-generation procedure that would remodel the way in which grownup studying occurs. via dozens of reports of genuine humans, making actual adjustments within the method grownup newcomers research, the authors exhibit tips to practice those equipment and strategies to layout and enforce more suitable studying interventions in any variety of settings—from management improvement workshops to one-on-one training.

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Element: Safe Environment Operational description: To create a safe environment that encourages learners to speak up and try out behaviors. What the ARL team did: The mere presence of a Learning Coach often helped create a safe environment. We also introduced simple processes that contributed to a safe environment, such as facilitating a team’s creation of norms. Element: Unfamiliar Environments Operational description: To expose learners to unfamiliar situations that generate reflection and uncover their own mental maps and models.

The results confirmed what he had suspected. A number of areas needed attention if the company were to prosper: teamwork was poor; trust had to be developed; communications were ineffective; conflicts were not well managed; innovation in strategic thinking and action was lacking; and change management skills and processes had yet to be developed. If Global Coffee were to become a truly global company with the flexibility and ability to leverage all its assets (people, plants, products, processes, and customers) quickly, it needed more than the executive team’s lip service; the entire organization needed to think and act differently.

Although the executive team made sound business decisions, its members’ direct reports and those on the level below them were slow to implement the decisions. There was a general lack of cooperation and no real “buy-in” to the merger. It seemed that executive team members had not been able to convince their direct reports of the rationale for following through. Concerned by the situation, Adam, the VP for HR/OD, decided to conduct a culture survey. The results confirmed what he had suspected. A number of areas needed attention if the company were to prosper: teamwork was poor; trust had to be developed; communications were ineffective; conflicts were not well managed; innovation in strategic thinking and action was lacking; and change management skills and processes had yet to be developed.

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