A participant-centred, Experiential Learning Model*, underpins our suite of programs and services.
The Experiential Learning Model is as relevant for new managers as it is for non-executive directors, because while the levels of self-awareness and complexity change - based on role and context – the principles of how to learn remain the same.
Experiential learning requires:
An agreed definition of needs and outcomes
A collaborative process is used to uncover needs and outcomes which informs learning design and increases the likelihood of realising desired outcomes.
Assessment and development of learning readiness
This ensures individuals are open to learning and are able to apply capabilities to various contexts.
Deliberate practice
To achieve a substantial and sustainable shift in capability, individuals interact with and reflect on a range of information to make informed and self-directed decisions about what they need to change.
Professional coaching or workplace mentoring
The learning cycle is repeated at increasing levels of knowledge, self-awareness and deliberate practice to match participant experience, roles and maturity.
AGSM's Experiential Learning Model
We use the Experiential Learning Model to promote rigour and flexibility in developing leadership capability. As a result, individuals, teams and organisations can rapidly change, deal with complexity, and deliver business-critical outcomes.
*Adapted from Kolb, 1984