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Many organizations claim to be using some of the theories above, such as ActionLearning, but are actually not. To keep it simple, they have adapted the experiential learning process to be a test on an actual problem solving exercise, rather than giving the participants mandate to actually solve a problem or innovate in real time. …and
In his most recent book, ActionLearning and Breakthrough Problem Solving, co-authored with Roland Yeo and published by Stanford University Press, Michael Marquardt develops in much greater depth core concepts that he explored in previously published books.
Criteria 1: Industry Visibility. When researching potential providers, assess their visibility and longevity across the industry. Client testimonials and industry recognition and awards that distinguish a provider’s products and services are reliable indicators of a responsive, dedicated partner. Industry Visibility Checklist.
Similarly, years ago, selling in most industries was less data-intensive and more dependent upon contacts and extra-curricular social relationships than now. And it should probably culminate in action-learning practicums that require the help, support, and sponsorship of companies.
The text that follows is meant as both a rebuke of my industry, and a challenge to my fellow practitioners…It is my hope that this post stimulates vigorous discussion, and a great deal of thought on how we evolve the practice & discipline of leadership, not for our own glory, but for the good of our clients and society as a whole.
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