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.
