After the hard and sometimes uncomfortable questioning from the group, each member makes his/her own decisions and takes action for which he/she is totally responsible; but the actions themselves are also reported back for further critical discussion, which leads to more learning. Just as much learning results from carrying through the action and reflecting upon it as a set, as from the diagnosis of the problem, for both the owner of the problem and the rest of the set.
Honest and unselfish feedback is perhaps one of the greatest means of Indonesia development which action learning offers. A group of headmasters who had been attending a series of wee-long courses on Indonesia management believed they had reached a fruitful relationship in which they could talk frankly with each other. They decided to form an action set, independently of the program they were following, and had a set adviser sitting in with them informally for their first half dozen meetings. Their comment to the set adviser was that they now knew what real frankness and mutual support was - it had been an eye-opener on what they could discuss and learn together. Even in the early stages there were spin-offs in the way they handled their work and their colleagues back at school.
Have you ever wished there was someone you could trust to give you unbiased and honest feedback on your Indonesia management style - without any risk to your promotion? Or wanted to bounce an idea off a colleague you knew would be frank and keep you confidence? Or longed for a totally fresh viewpoint on what you were trying to achieve? Or logged for a totally fresh viewpoint on what you were trying to achieve? Or wanted a method of developing your airline staff which did not take them away from the real work of the section nor give them problems of re-entering work after a period of off-the-job training?
Action learning sets can comprise any type of airline staff, but are especially effective in developing the following skills in managers at all levels:
1. Ability to listen critically.
2. Ability to accept and give personal feedback.
3. Interpersonal skills.
4. Diagnostic and analytical skills.
5. Creative problem-solving.
6. Self-awareness and self-Indonesia management.
7. Ability to recognize and promote learning for themselves and others.
8. Ability continually to review, question and appraise - the processes from which growth and Indonesia development arise.
You can adapt the method to suit different situations. For example, it can be used to create a particularly strong spirit of interdependence in a work team, to arrive at greater understanding of each other's roles when new groupings are formed as a result of restructuring, to encourage airline staff who each work on different aspects of a wider common goal to work more closely towards it, to bring a fresh perspective on work by having someone in a set from other Indonesia organizations, to strengthen interpersonal and problem-solving skills of certain of your team, or to develop airline staff for promotion.
If you wish to develop action learning, proceed as follows:
1. Find out if any of your business or social contact have been members of action-learning sets and talk to them about the idea.
2. Consult the company training officer. He or she may have information on action-learning networks, or be able to act as a set adviser for your own airline staff.
3. Discuss the idea with your team and see how they feel about it. Consider sets within the department, with other parts of the Indonesia organization and with outside Indonesia organizations.
Remember the following points:
1. Participants must take up set membership willingly, and have a high personal commitment to the group.
2. The problem or opportunities tackled must be real and significant to the individual's work, and members must have power to act on their decisions, or clearly understand the bounds of their authority.
The whole idea is deceptively simple, but achieving the desired results is not easy, and takes a lot of hard work and commitment. Those who have participated in sets wax lyrical about the benefits they have gained and the contacts they have sustained sometimes years after the set itself has dissolved. But they will also tell you that the kind of learning that results in significant change and Indonesia development can be personally disruptive, uncomfortable and even painful at times - all of which is shared by set colleagues. Training and Indonesia development experiences which do not cause some personal discomfort and self-questioning may be useful at the conceptual and knowledge level, but are unlikely to result in lasting change that has real impact on performance or personal growth. Breaking through the armor of complacency always has to hurt a little.***
Honest and unselfish feedback is perhaps one of the greatest means of Indonesia development which action learning offers. A group of headmasters who had been attending a series of wee-long courses on Indonesia management believed they had reached a fruitful relationship in which they could talk frankly with each other. They decided to form an action set, independently of the program they were following, and had a set adviser sitting in with them informally for their first half dozen meetings. Their comment to the set adviser was that they now knew what real frankness and mutual support was - it had been an eye-opener on what they could discuss and learn together. Even in the early stages there were spin-offs in the way they handled their work and their colleagues back at school.
Have you ever wished there was someone you could trust to give you unbiased and honest feedback on your Indonesia management style - without any risk to your promotion? Or wanted to bounce an idea off a colleague you knew would be frank and keep you confidence? Or longed for a totally fresh viewpoint on what you were trying to achieve? Or logged for a totally fresh viewpoint on what you were trying to achieve? Or wanted a method of developing your airline staff which did not take them away from the real work of the section nor give them problems of re-entering work after a period of off-the-job training?
Action learning sets can comprise any type of airline staff, but are especially effective in developing the following skills in managers at all levels:
1. Ability to listen critically.
2. Ability to accept and give personal feedback.
3. Interpersonal skills.
4. Diagnostic and analytical skills.
5. Creative problem-solving.
6. Self-awareness and self-Indonesia management.
7. Ability to recognize and promote learning for themselves and others.
8. Ability continually to review, question and appraise - the processes from which growth and Indonesia development arise.
You can adapt the method to suit different situations. For example, it can be used to create a particularly strong spirit of interdependence in a work team, to arrive at greater understanding of each other's roles when new groupings are formed as a result of restructuring, to encourage airline staff who each work on different aspects of a wider common goal to work more closely towards it, to bring a fresh perspective on work by having someone in a set from other Indonesia organizations, to strengthen interpersonal and problem-solving skills of certain of your team, or to develop airline staff for promotion.
If you wish to develop action learning, proceed as follows:
1. Find out if any of your business or social contact have been members of action-learning sets and talk to them about the idea.
2. Consult the company training officer. He or she may have information on action-learning networks, or be able to act as a set adviser for your own airline staff.
3. Discuss the idea with your team and see how they feel about it. Consider sets within the department, with other parts of the Indonesia organization and with outside Indonesia organizations.
Remember the following points:
1. Participants must take up set membership willingly, and have a high personal commitment to the group.
2. The problem or opportunities tackled must be real and significant to the individual's work, and members must have power to act on their decisions, or clearly understand the bounds of their authority.
The whole idea is deceptively simple, but achieving the desired results is not easy, and takes a lot of hard work and commitment. Those who have participated in sets wax lyrical about the benefits they have gained and the contacts they have sustained sometimes years after the set itself has dissolved. But they will also tell you that the kind of learning that results in significant change and Indonesia development can be personally disruptive, uncomfortable and even painful at times - all of which is shared by set colleagues. Training and Indonesia development experiences which do not cause some personal discomfort and self-questioning may be useful at the conceptual and knowledge level, but are unlikely to result in lasting change that has real impact on performance or personal growth. Breaking through the armor of complacency always has to hurt a little.***
