Advanced Dynamics

Learning through doing

Although based on practical experience of what works best in organisational change and development, Advanced Dynamics "learning through doing" approach is closely connected with and supported by several streams of well-developed theory and research.

At the core of these is a long tradition of work around Action Research (based notably on the work of Lewin and Emery) and Action Learning (growing largely out of the work of Revans), which have been particularly influential in the education sector. This work has been widely adapted by practitioners, with some especially interesting approaches, such as 'Action Reflection Learning' (Rohlin) being developed this way. The chief issues to manage in any 'learning through doing' approach are the nature of involvement of the facilitator and the leader, and whether the challenge being addressed is focused at the team member or individual level, or at the collective or organisational level. Rather than take a dogmatic position on such questions, Advanced Dynamics sees the possibilities inherent in these choices as  demonstrating the flexibility of the 'learning through doing' approach.

"Learning through doing" approaches are fundamentally collaborative, and lend themselves to the formation of 'communities of practice', potentially extending beyond organisational boundaries to facilitate learning at sectoral or cross-sectoral levels. Advanced Dynamics has been active in promoting such interaction since its inception.

In recent years, significant developments have occurred in the area of Appreciative Inquiry (Cooperider, Srivastava). This recognises that the way inquiry is conducted already sets many of the conditions for success or failure, and therefore should focus on the identification of positive ways forward rather than an analytical 'problem-goal-solution' approach, which risks to disconnect inquiry from the social context in which it is being conducted and repeat non-productive patterns of behaviour and perception. Recognising the interdependence of inquiry and action is central to Advanced Dynamics' approach to understanding work culture.

Many aspects of 'learning through doing' are also central to concepts of 'continuous improvement', which underly Advanced Dynamics' approach to delivering service value. These involve employees in improving their own work and, correctly done, offer powerful benefits in engaging staff and building capability at the individual, team and organisational level, and in establishing the foundations for innovative living strategy .