This unit is about the management of action learning in the development of individuals and organisational objectives.
1 Understand the practice and operation of action learning against organisational objectives.
- Explain the practice of action learning and the role of the manager.
Action learning is a problem-solving approach that emphasises learning by doing. The practice of action learning involves a small group of individuals coming together to work on real-life problems in their organisation while learning from each other. The role of the manager is critical in facilitating action learning, as they are responsible for creating an environment that supports learning and growth. The manager’s role is also to ensure that the team’s work is aligned with the organisation’s objectives and that the team’s findings are acted upon.
Reginald Revans is credited with developing the concept of action learning. Revans saw action learning as a way of developing individuals’ capabilities and skills while also addressing organisational problems. He believed that action learning should be a continuous process of inquiry, problem-solving, and reflection.
The role of the manager in action learning is twofold. First, the manager is responsible for creating an environment that supports learning and growth. This involves setting the tone for the team by encouraging open communication, building trust, and fostering a spirit of collaboration. The manager should also provide the necessary resources and support to enable the team to work effectively. This includes allocating time, providing access to relevant data and information, and ensuring that team members have the necessary skills and training.
Secondly, the manager plays a critical role in responding to the team’s findings. The team’s work should be aligned with the organisation’s objectives, and the manager should ensure that the team’s findings are acted upon. This involves making decisions based on the team’s recommendations and implementing the necessary changes to improve organisational performance. The manager should also provide feedback to the team on the impact of their work and acknowledge their contribution to the organisation.
In summary, the practice of action learning involves a small group of individuals coming together to work on real-life problems in their organisation while learning from each other. The role of the manager in action learning is critical in facilitating the process and ensuring that the team’s work is aligned with the organisation’s objectives. The manager is responsible for creating an environment that supports learning and growth, providing necessary resources and support, and responding to the team’s findings by making decisions based on their recommendations and implementing necessary changes.
- Identify the benefits of active learning in the development of individuals.
Action learning is a process that involves a small group of individuals working together to address complex and real-world problems. The process entails a reflective and collaborative approach to problem-solving that is centered on peer-to-peer learning, and is aimed at achieving both individual and organisational objectives. The benefits of active learning are numerous and are derived from the characteristics of the process itself.