Action Reflection Learning® (ARL) is a unique learning methodology based on powerful learning principles that make the developmental experiences both engaging and relevant. Importantly, the learning is highly applicable to the organizational context and is easily transferred into the day-to-day life of teams and leaders. Once you have experienced ARL, training will never be the same because it means you learn while working on your real, current business challenges. That is why we say, “We develop your leaders while they develop your business.”
The ten (10) ARL® principles are:
Learning is optimized when the focus of the learning is relevant to, is owned by, and is timely and important to, the individual.
People learn best when they are solving challenges that are meaningful to them personally, to their work, and to their organization. Their commitment to address a real issue is so much more than a hypothetical case study. That is why we always use real challenges as the vehicle for learning. That’s why we are firm believers in “Learning While Earning.”
2. Tacit knowledge
All people have implicit knowledge within themselves, knowledge which they are unaware of, but which can be accessed through guided introspection.
We often undervalue what we know, and we forget valuable learning from past experiences we have had. But when we talk to other people who are able to get us in touch with those experiences, we realize the depth of knowledge inside us. The solution to most of our challenges and opportunities lies within ourselves. By asking the right questions, coaches can help access that knowledge.
3. Reflection is the catalyst for learning
Thoughtful reflection is an essential part of the learning process, and can lead individuals to derive deeper meaning and learning by reflecting on an experience they have had.
Work life has become so fast-paced that managers do not find the time to think about what happened during the workday. And valuable learning is lost. By finding time, even 10 minutes per day, managers are able to draw important lessons which they can then include in their planning for the future. Not only can we learn more by reflecting we will also discover deeper meaning.
Know yourself. Self-awareness helps people understand how their feelings, thoughts and behaviors impact others, and it leads to greater personal and professional competence.
To work effectively with other people, we have to know how they perceive us; we have to know what behaviors bring out the best in other people. Unless we make the effort to be sensitive to our actions and moods, we will probably not be successful as a worker or leader. Feedback is a vital part of any successful change process.
5. Social learning
Learning emerges from, and is stimulated through, social interaction and individuals learn better with others than by themselves alone.
In organizations, we have to work alone at times. That is inevitable. Research shows, however, that a person’s understanding of the work is increased when he or she reflects on the work with colleagues, who, because they often have a different experience in doing the same job, provide invaluable learning. As Margaret Meade once said, ‘Never underestimate the power of a few to make a great difference; in fact, it seldom happens any other way.”
People are a combination of mind, body, and spirit, and they respond best when all aspects of their being are considered, engaged and valued.
People do not lose their humanity in the workplace; they have affiliation needs and want to be part of a team They have the desire to learn new things; to consider issues that are outside the organization; to volunteer to work for their community’ to address how they can contribute it the sustainability of the planet. Companies are finding that offering these opportunities is helpful in recruiting and retention. When we integrate body, mind and spirit into our work we can all say, “It’s Monday. And I am looking forward to going to work!”
7. Uncovering, Adapting and Building New Mental Maps and Models
Significant learning occurs when people change how they view the world, and when they develop new perspectives and mental models that lead to increased understanding.
Change is inevitable, constant, challenging—and desirable. Forward–looking organizations encourage their employees to welcome change and to create new ways of acting and thinking. Innovation is not only essential to a company’s life, but also to the workers’ drive and to the community’s well being. Until we change the way we think, we will continue to make the same silly mistakes.
We inhabit a complex, interconnected world where, to address personal and organizational issues, we must understand how different systems mutually influence each other.
People don’t exist in a vacuum. We must pay attention to our actions and behaviors, and be aware how they can have an impact on other people, departments and locations. We are connected. Businesses are full of complex systems. LIM’s coaches pay attention to the variety of systems that impact one another.
9. Repetition and Reinforcement
Practice brings mastery and positive reinforcement increases the assimilation” of new competencies and behaviors in an individual.
Being “good enough” is usually not good enough. Nor is it good for one’s self-esteem. The excitement and satisfaction of developing one’s personal skills can only lead to being a more competent employee but a more rounded human being. Practice may not make perfect but it will certainly raise one’s level of competence and confidence. Once is not enough.
10. Facilitated learning
Experts in learning methods and teaching play a critical role in helping individuals and teams to learn. Experiential learning is powerful. Reflection with a colleague and learning from him or her is essential. But sometimes we all need to have an expert in certain disciplines to support us, to guide us to questions us so that we can be the best manager and leader we can be. LIM coaches and consultants have a tool kit filled with very practical concepts and tools to bring every principle to life.
Source: Rimanoczy & Turner, Action Reflection Learning: Solving real business problems by connecting learning with earning. Davies Black - Hachette