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ACTION LEARNING


groups of people working together in the right ‘space’ (where there is trust) form strong bonds and create the potential to accomplish great things. In contrast, C observed the absence


of trust in many working environ- ments: “Most of us work in organisa- tions where we don’t experience trust. We think the best you can do is get respect. Our job as action learning practitioners is to create an environ- ment where people can experience and feel trust and know it’s possible.” Where the initial set-up (including


the pre-programme communications and meeting) is planned and imple- mented with great care, the results are


likely to be excellent. C recalled: “Te intensity and relationship-building was leaps and bounds beyond other ways of working. People talk about the incredible relationships they built.” For me, the intimate nature of


voice-only action learning can, if skilfully set up and facilitated, inspire high levels of trust and collaboration.


Listen closely


Tough participants’ emotional intelligence may be difficult to quantify, practitioners suggest that particular sustainable, and transfer- able, skills are heightened in audio action learning. Of these skills, the


motivation to really listen stands out. M reflected: “You have to listen so


much harder – the medium encourages you to listen so much harder. Perhaps it’s the intimacy that draws us in.” Other noted skills were described


as “an understanding of one’s own and others’ presence and impact” together with “the skill and the will to get to the core of issues through perceptive questioning” .


Intimate and immediate


As we become more at ease in the voice-only space, there is often a tendency to feel freer, more open. Te intimacy and intensity


34 | November 2016 |


@TrainingJournal


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