Management Resources Guide

EXECUTIVE WISDOM ACTION
LEARNING
Many organisations spend enormous amounts of money and time on training packages and
management development of one form or another. Organisations invest in developing their
people only because someone believes the organisation will become more productive as a result.
However, the question needs to be asked: with what result? Over the last 30 years, there is little
or no evidence to suggest the time and money that has been spent on training by organisations
has produced any sustained contribution to individual and organisational effectiveness.
There are some simple, yet powerful, principles which underpin successful management
education:
A focus on learning rather than teaching.
A focus on actionable outcomes.
A direct relationship of individual competencies to strategic
organisational issues.
Involvement of the participants and clients in the design and
running of the program.
The use of real issues rather than case studies and
simulations.
Keeping participants at work and bringing the learning to the job.
Promoting competence ahead of qualifications.
Generating a tangible return on investment.
If you study most management development practiced in Asia, the Middle East, and South
Pacific currently, you will see they violate a number of these basic principles for improvement in
individual and organisational effectiveness. Executive Wisdom Action Learning (EWAL) is a
methodology which aims and strives to adhere to these principles and which does, in my
opinion, produce results for the individual and the organisation.
Executive Wisdom Action Learning (EWAL)
Action learning is a term coined by Reg Revans in the 1950s to describe the way in which
managers can work on real projects to make significant organisational improvement, while
simultaneously enhancing individual skills. Executive Wisdom has tested and implemented
action learning throughout numerous organisations in many countries over the last three
decades. Surprisingly, action learning is practiced far less by other organisational development
consultants and trainers than warranted by its success.
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