Action Reflection Learning originated in the late 1970’s in Sweden, as a reaction of academics and consultants to the leadership development practices of that time. Since then, it has been applied in a variety of contexts: corporate, educational, community, individual, non-for profit, and purposes: team and leadership development, transition coaching, organizational change, competency development, individual coaching, conferences, meetings, to name a few.  

Through the research conducted by Isabel Rimanoczy and Boris Drizin in 2005, the practice was first coded into sixteen key elements and ten principles supporting them, being considered a learning methodology in the broader sense. The ARL methodology is described extensively in Action Reflection Learning™: Solving real business challenges by connecting earning with learning, by I.Rimanoczy & E.Turner. 

LIM applies Action Reflection Learning as a results-driven learning approach where individuals and teams learn new skills and behaviors while they work on solving their organization’s actual business challenges. As they do this, they are supported in their learning by a certified LIM Learning Coach who helps individuals and teams periodically reflect on how they work together, draw meaning reflecting on their performance, and build on their new understanding to establish their personal development plan.

ARL, then, is a learning methodology, not a training strategy. This is particularly important if, as Arie de Geus of Royal Dutch Shell put it, an organization’s key competitive advantage may be its ability to learn faster than its rivals.

LIM has, over the past 20 years, used the ARL learning methodology in a variety of settings, and for a number of purposes. Participants in all settings had one common objective – to learn. For example, it has been used to address a wide array of learning challenges:

• To help individuals learn to work together in post-merger integration
• To help teams learn how to handle conflicts or crises
• To prepare young talent for their next challenges
• To help learn how to implement performance appraisal processes
• To develop synergy in regional teams
• To design conferences, courses, programs, meetings.

An ARL-based development program is not a pre-packaged training workshop. It is a unique process that is custom designed for each client.  Each program or intervention has these characteristics:

• Participants work to solve an actual business problem or challenge
• The problem or challenge serves as the vehicle for learning
• Participants receive support from a Learning Coach, and from each other to develop critical thinking, effective problem solving and feedback skills and a personal theory of management and leadership
• Participants meet with their Learning Coaches at regular intervals over an extended period of time either individually or in teams
• Results are achieved on five dimensions: Organization; Business, Team, Professional, and Personal