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FREE online courses on Building a Winning Team - The Growth Phase - Encourage Learning For Action

 

The little boy riding by on his bicycle stopped to see what it was that had caused a crowd to gather.  It was a double-decker that had over-estimated the clearance under an old arched bridge and had got stuck, jammed solid under it. Neither the London constabulary nor the Fire Service officials could figure out how to free the obstruction. Everyone shook their heads in utter hopelessness, and no one paid any heed to the little boy who was tugging at people's elbows and saying that he had the answer.  Finally, the Fire Chief himself stooped down to him and rasped “Right, little man, suppose you tell us how it's to be done, then?”  The boy cupped his hands and whispered a few words in his ear; minutes later, the bus was on its way!  All the boy had said was “Can't you let some air out of the tyres, Sir?”

 

People learn best from each other, by the exchange and analysis of their own and others' experience; not by imitation, but by abandoning the well-beaten path of conventional thought-processes, ‘lateral thinking'. The trick is to see a problem from a totally different angle. This is important because life is not a repeatedly solvable jigsaw puzzle:  the work situation is a constantly changing kaleidoscope, throwing up a bewildering variety of problems, each needing, a new solution. A new way of looking at things can make all the difference.

 

 

This concept has been championed by Reg Revans, who established a method of problem solving called Action Learning, which he describes as ‘ a management technique based on “doing the thing”….' And the corporate global world is fast adopting it.  The essential features of action learning are that the vehicle for learning is an informal group, each member of which is engaged on real work a course), and is geared to action--- the implementation of decisions for which each participant remains responsible. Each member is equal to others, perhaps operating in totally different areas of work---- its unique strength.  The way they work is that small groups of people meet to discuss issues raised by each of them, to discover a workable solution.

 

Over 90% were people–related problems! Honest and unselfish feedback, a cornerstone of development, is a strong point of action learning, as are:

·         Ability to listen critically

·         Ability to accept and give personal feedback

·         Interpersonal skills

·         Diagnostic and analytical skills

·         Creative problem-solving

·         Self-awareness and self-management

·         Ability to continually review, question and appraise-the three cylinders of the engine of development.

 

 

QUESTIONS:

 

1.       What is ‘lateral thinking'?  Is it necessary to be highly educated to be good at it?

2.       Give a case study of lateral thinking, clearly bringing out the thought processes/approach    involved, and step-by-step ascent to the summit of solution.

                                                         

 

 

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