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摘要:本文探讨了学习历史,强调实践经验与ILD和股票危机如何为参与者提供特殊的学习和组织。......

在学习和发展的职能和商业团体的讨论中,有一个快速增长的问题:在执行发展方面,最好的方法是。虽然已经测试了许多方法和程序,但很少有成功的。然而,行动学习可能是一个例外。本文提供了一个概述的一个行动的学习计划,在亚太地区的高潜力的领导人。它说明了在执行开发中的行动学习的多重挑战,复杂性和无数的好处。There has been a rapid growth of discussion within learning and development functions – along with business communities – regarding best methods in executive development. While many methods and programs have been tested, few have succeeded. However, action learning may be an exception. This paper provides an overview of one action learning program with a diverse group of high potential leaders in Asia Pacific. It illustrates multiple challenges, complexities and myriad benefits of action learning in executive development. 

 

Introduction 介绍

 

建立一个成功的全球领导者的池是许多组织中的一个主题项目。虽然有许多方法来培养人才,有些人显然已经证明比其他人更有效。在2004,迪斯尼公司在亚太地区走上了一个建设领导能力的过程,同时寻求新的商业机会,通过一个行动学习计划,导致在可识别的行为变化的参与者和有形的商业机会,为迪士尼。从高管发展计划的明显不同,ILD为领导者如何学习提供了强大的洞察力,企业应如何考虑自己未来的发展。尽管ILD成功实施行动学习的结果,是类似于冲浪,什么都可能发生。Building a pool of successful global leaders is a topical item among many organizations. Though there are many ways to develop talent, some clearly have proven more efficacious than others. In 2004, The Walt Disney Company in Asia Pacific embarked on a process of building leadership capabilities while pursuing new business opportunities through an action learning program named program resulted in identifiable behavioral changes for the participants and tangible business opportunities for Walt Disney. Markedly different from executive development programs, the ILD provided powerful insights into how leaders learn and how businesses should consider their future development. Despite successful results of the ILD, implementing action learning is akin to surfing anything can happen. The paper explores the history of learning, highlights practical experiences with the ILD and shares how crises provide exceptional learning for participants and the organization. 

 

Challenges in Executive Development 行政发展面临的挑战

 

Research into organizational executive development practices acknowledges that most do a poor job developing talent. The shortages and battles for executive talent are written about, consulted on, and addressed constantly within these organizations. The Economist recently reported the talent war has gone global, as have talent  is the very real need to build global leadership capabilities that equip executives with necessary skills to run diverse and complex global businesses. Some organiza research again indicates otherwise. A McKinsey study stated that only 3 percent of 6,000 executives occupying the top 200 positions at large U.S. corporations strongly agreed their organization developed talent quickly and Traditionally, executive development meant sending leadership teams to business schools to learn business strategy and the latest in management trends. Today ment in executive development, but in our experience measurable results are seldom achieved. As a result, executives can become disillusioned with their organiza about their personal future. The current development trend to try and minimize this angst is to move away from traditional training and focus on learning through job rotation, mentoring and coaching. Job rotations include global assignments, learning how to add value, and understanding the impact of bottom line decisions. Executives learn appreciably more from job experience and significantly less from training events. Hence many organizations move away from program-based development and instead focus on experienced based development through job rotations. 

 

Action Learning as a Solution 行动学习作为一种解决方法

 

According to Handfield-Jones et al., the McKinsey study addressed the unique challenges developing executives and suggests action learning as the most viable and successful practice in developing world-class business leaders. Action learning combines leadership and team development while grappling with complex business challenges. The process involves many variables, including adult learning theory, innovation, self-awareness, team growth, entrepreneurial leadership and problem solving. Action learning addresses key leadership challenges and has today emerged as one of the more sound practices in developing executives. Learning through job experience is another way businesses have historically developed their people. It harkens back to an earlier era when a young apprentice would learn from an esteemed expert. After completion of one assignment, the apprentice would move through series of more challenging roles, working under the same guidance and eventually replacing the leader. While job rotations are one of the better ways for executives to learn and grow, some organizations have never fully explored or exploited this avenue thoroughly. Additionally,  of jobs does not necessarily build an executive. The rotation, assignment and process needs to be extremely well thought out and planned. Unlike local apprenticeships,  often make rotations challenging and daunting. An option that mirrors on-the-job experience, embeds leadership and steers business development at an accelerated rate is problem-based or action learning. Action learning incorporates components of job rotations with proper leadership development and providing the same, if not better, results. To ensure success, an effective action learning program requires a select group of leadership talent and a high-profile project, the results of achieves much deeper levels of development through team experiments and experiences of multiple challenges, forcing executives to question pre-existing beliefs and assumptions, to reframe arguments, and create new。.

 

What is Action Learning? 什么是行动学习?

 

Before looking into the details of action learning, clarification is necessary on what action learning is and what it is not. Many organizations, conferences, and training teams have touted the benefits of action learning, but few are engaged in the process of actually doing action learning. The term action learning is now bandied about so much it runs the risk of becoming commonplace, or being seen as a fad that “means everything and thus Action learning is not a new science. It has been around  the father of action learning, defined action learning as a means of development – intellectual, emotional, or physical – that requires people to be involved in real, complex business issues, focusing on achieving change in the business as well as change in the behavior of the A typical action learning program involves six to eight people working as a group to solve a real and complex business problem. Using a defined problem-solving process, the group simultaneously confronts people and business issues, working at an intense pace to develop a type of action. Action learning is neither a role play, case study, nor an experiential Outward Bound-type activity. It is a valuable learning process linked with and embedded in the business. Action learning provides the best alternative to other development practices because of its applicability to business, as well as for providing a holistic approach to development, and the emphasis on action. Accordingly, action learning has recently resurfaced, emerging as a powerful tool in executive development. Unlike other development activities, action learning is not a straight-forward process. As is true in life, it can often be chaotic and fraught with challenges. Embarking managing the program can be as challenging as being a participant.The benefits more than overshadow the deficits, making a compelling argument to have action learning a sustainable development process.The hands-on experience solving real business problems builds leadership and team capabilities on multiple levels. Successful action learning programs require a number of elements and a few practical steps. Three critical ingredients are: participants, project and sponsorship.  must unwaveringly sponsor and support the action learning project and the teams.

A Case Study案例

Integrated Leadership Development (ILD)
The Walt Disney Company in Asia Pacific launched an eight-month action learning program in a perfect storm of conditions to make the program successful – a surplus of potential business ideas and a large talent pool. In addition, one business segment focused solely on entrepreneurship and building new cross-business segment opportunities. The action learning program was entitled  one example of using business-driven action learning with a diverse group of high-potentials across Asia Pacific.   

The idea of embarking on action learning at Disney was  The War for Talent swers to this inquiry. We selected twenty high-potential emerging leaders to participate in the pilot program. Fifteen of the twenty were participants, the remaining five playing the role of coach and business expert for three action learning teams. The program was co-designed with McKinsey, Disney business leaders, the ILD coaches, and the learning leadership community within Disney globally.  

本文标签: 商业驱动企业领袖Business Dri

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