When we prepare a learning experience, we need to take account of the context within which the learning will be applied.¬†Our courses develop people‚Äôs ability to sense, think, plan and deliver; to interpret each situation on its own merits.¬†Learning by doing is a major part of this.¬†Our learning tools reinforce this capability and our support activities help to provide the actions and energy to turn skills into worthwhile results.¬†Our training covers project management, leadership competencies, team development, risk attitude, sales techniques, constructive negotiation, supplier management, intercultural awareness, business analysis, customer focus, agile development, project sponsorship and project enterprise management.
The increased recognition given to discovery-based learning, serious games, and learning by doing is evidence of the success of these approaches. ¬†It's clear that we remember better when we have done something to when we just sit in a classroom and listen. Participation creates a sense of involvement and ownership. ¬†But the importance of action learning is more than memory. ¬†It serves as an anchor for recall. ¬†More than this, it educates us to learn from experience thanks to the thinking process of reflection, formulation, resolution and action that ensures that the learning is assimiliated. ¬†It is an acculturation process that enables us to become better and better at learning from new situations. ¬†Because learning is available through so many different channels, we think it is important to facilitate the assimilation and acculturation process, using individual and group active learning approaches; which is why we offer you training material at¬†micro-payment¬†prices in the "Action Learning Boutique."
Your company event is an annual meeting or a departmental convention.¬†Your organization is in the spotlight.¬†Every cent has to make sense and every penny to pay. ¬†Amongst all the presentations, workshops and activities, there are decisions to be made, targets to be aligned and resolutions to be deployed.¬†We can help you to boost your event by carefully selecting and preparing management games, by writing specific case studies based on your own projects, and by setting up workshops that accelerate problem solving, stimulate decision-making and bring you closer to your vital business goals.
The reason for a project kick-off is to build the team.¬†This is usually done with some fun activities to build team spirit and team morale, and some serious teamwork to start the project on the right footing; maybe even get some traction to put momentum into the project.¬†Once things get started, the energy level goes up and you begin to create a pattern of success.¬†However, we believe the most important thing you can do is to actually practise with some of the teamwork and communication tools that will be used on the project.¬†Thus the team gets built in a way that will make the real work environment feel familiar. ¬†People use even the most common tools like e-mail and spread sheets in so many different ways, that you need this shared effort to ensure a coherent and common way of working together.
When decision-makers get together they want to make sense of a complex problem, to explore options and to arrive at the best possible result in a short amount of time. The decision-making can be rather stultified, unless there has been a deliberate effort to prepare and to structure the process. On the other hand, it can be enlightening, inspiring and stimulating, by presenting information in a form that reveals facts and context that supports the participation of the whole decision-making group.
Learning from experience is one of the most important areas where companies can build a strong project management process.¬†The end of a project is a learning opportunity, but so few projects really seize this opportunity.¬†It requirs the presence of the key stakeholders and there willingness to study the story of the project, comparing what actually happened with what was planned: in particular comparing the risks that were analysed with the risks that occurred, the estimates with the costs.¬†Furthermore, the organization and structure of the project can provide pointers for the future. The learning process needs to be well prepared and followed up so that the lessons learned can be recycled into future projects.
Team creativity cannot always be called to order.¬† Team-based creativity requirs a sense of urgency and purpose. But an awareness of how creativity works can be very helpful: including the boosters and the obstacles.¬†People have different creative styles, and so the workshop should be flexible in order to allow break-out groups and changes of rhythm.¬†An inspiring backdrop, well-researched subject matter, a focused objective create the conditions for success.
Change management has become a routine activity, more business as usual than anything exceptional.¬†However, successful change management requirs exceptional management ability and leadership style.¬†Change management takes individuals through a transition.¬†Each individual may perceive the change differently, be part of a group that reacts more or less positively, and again be part of the organisation that may demonstrate alacrity or take much more time.¬†Therefore the change leader must work at many different levels, and take account of the dynamic nature of transitions.