Action learning helps talent development and problem solving in Chinese companies

ABSTRACT

A Chinese financial company, through the introduction of action learning methodology, identified core problems from strategy, and finally solved the core strategic problems by forming action learning teams of middle and senior managers, and in the process improved the mindset and capabilities of middle and senior managers. This account of Practice is a reflection from the lead facilitator as he reflects on his own action learning facilitation skills through a review and introduction of this programme design and team-led process, including how to design action learning that integrates offline and online. The content can be used as a reference for other facilitators who are interested in action learning.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Jiyan Shi

Jiyan Shi has over 20 years of management and training experience and is now a senior became partner of Gene 100. He started to practice action learning in 2013, having attended an action learning facilitator programme which was delivered Christine Abbott when he was Chair of the corporate university of Dongxu.

Christine Abbott

Christine Abbott is one the founders of the Centre for Action learning in the UK who acts as an action learning consultant for Gene 100in China supporting their programmes and training their facilitators.