» Po co łączyć racjonalizm z emocjami? » Jak Action Learning wpływa na rozwój zasobów ludzkich? » Jakie kroki należy podjąć, by zintegrować Action Learning i LEAN?

1. • What
did
you
see?
• Present
to
your
Neighbor!
1

2. Moneyball
‘What’s
the
Problem?’
The
manager
was
looking
for
a
break
through
solu>ons
The
employees
were
ac>ng
and
thinking
in
their
Undercurrent

3. • How
do
I
prepare
a
child
for
a
future
that
I
dont
know
• The
problem
is
the
teacher
who
is
not
used
to
dealing
with
an
uncertain
future
The
puzzle
makes
room
for
the
actual
problem

4. Upperstream
Scien.fic
thinking,
se4ng
of
goals,
planning,
budge.ng,
instrument,
checking,
direc.ng,
realising
and
evalua.ng
Undercurrent
The
Human
need
to
independence,
reason,
recogni.on,
familiarity
and
security
based
on
intui.on,
ins.nct,
emo.on,
crea.vity
and
(self)
respect.
Manager
Coach
Leader

5. 5
Problem
Awareness of
Values and
Perceptions
Explain
the
Why
Deal with
Differences
Evaluate
Act and
experience
Goals and
Actions
Reflect,
Continuous
improvement
Ask questions
And don’t judge
Learn,
change
And self
direction
Give meaning,
Dialogue
Enforce
influence
Inspire,
motivate and a
Helicopter view
Conflict management
And team development
Feedback,
reflection and
confront
Solution oriented
And planning
Ratio
Emotion
New challengeContext
Be open for
new insights
and
Problem
acceptance

6. Lets
do
it
• Individual:
• Write
down
what
you
think
the
Organisa>on
issue
(urgent
and
complex)
• %
upperstream(ra>o)
and
%
undercurrent
(emo>on)
• Present
to
your
Neighbor
• Rules
of
the
game:
Only
ask
ques>ons
• Don’t
judge

7. Goals
Performance
goals
Result driven
goals
Learning goals
Dream goals

8. • Thank
you
for
your
aQen>on
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