FIELDS OF APPLICATION

If you are looking for class-room training, lectures, role-plays, case studies and traditional transformation approaches, please swipe left!

In today's landscapes of organizational development and problem-solving, DYNAMIC ACTION LEARNING emerges as an instrumental catalyst, making its way into various fields of application with sustainable transformational effects. Whether we drive organizational transformation, diverse leadership development initiatives or clearly determined change actions, Dynamic Action Learning stands as a unifying thread, deftly weaving congruence into complex interconnected systems.

Organisational transformation and change

At the heart of organizational transformation lies the ability to adapt, innovate, and evolve.
Dynamic Action Learning is not only a methodology but a key cornerstone of transformation and change. Its potency lies in the opportunity to connect business transformation, cultural change and sustainable learning.
In today’s complex and uncertain world, organizations must treat transformation as a core capability to master, as opposed to a one-off event.
As organizational transformations are extremely difficult on a personal level for everyone involved, Dynamic Action Learning is a unique approach to enable and equip the workforce with the right emotional, rational and cultural conditions to ensure sustainable transformation.
Every organization is different, so requires a unique solution. We work collaboratively rather than offering you one-size-fits-all solutions.

We offer an iterative, incremental and experimental transformation approach, based on fast learning.

Our main goal is to make ourselves unnecessary as soon as possible.

Leadership Development

The most challenging part of any development program is the effective application of the learning. Dynamic Action Learning aims to solve this problem using the participant‘s own professional context as main development design criteria. The closer the learning set-up mirrors the organizational reality the more sustainable transfer is.

Very often, when participants come back from a development-program, they give feedback like: „I enjoyed the new information, insights and networking, but my own organizational reality is much more complex, making the direct application much more difficult.
Learning in a clear structured environment, with a linear program schedule, enough time to reflect, clear rules for discussions, and simple challenges makes learning seemingly easy and insightful. However, the actual learning transfer and translation into new behaviors and a new culture becomes nearly impossible.

Simulating the actual dynamic of the business context in the design of any development program is a key element of Dynamic Action Learning and helps making reflection and adaption more powerful and sustainable.

CSR Acitivities

Combining Corporate Social Responsibility with individual, team or corporate development.

EXPERIENCING COMPLEXITY AND UNCERTAINTY WHILE TAKING ON CORPORATE RESPONSIBILITY AND SOCIAL CARE.

It is our heartfelt belief that thoughtful management combines Corporate Social Responsibility, with personnel and leadership development. We hold these two principles to be foremost in our philosophy.

Developing your leadership behavior and perspectives is much more effective when acting and experiencing a totally different culture, with different people, with different needs. Moving far out of your comfortzone while supporting the development of business goals of a non-profit organisation in collaboration with their leaders is a unique experience and fosters sustainable learning.

The question of purpose and meaning occupies many organizations today: What is our contribution to society? It is precisely this question of meaning that can also be addressed in any leadership development program. 

Dynamic Action Learning ensures that CSR activities have a holistic and sustainable impact. Operationally, but also in terms of learning.

C2 Dynamic Action Learning

WE NEED TO TRANSFORM THE CULTURE OF LEARNING WITH A RICHER CONCEPTION OF HUMAN CREATIVITY, INTELLIGENCE, CO-CREATION AND WITHOUT ANY BOUNDARIES.

Organizations now face challenges that are unprecedented in our history. These challenges are being driven by many interacting forces. They include the exponential rate of technological change, the massive shifts in population, and our unsustainable demands on the earth’s resources.

COLLABORATION

Sharing and leveraging knowledge, skills, ideas and experiences  are becoming more and more crucial for success. However, learning & development usually takes place within the own organization. For personal and organizational growth we need to overstep these artificial boundaries.

AGILITY

Organizations need to be more agile in order to face the challenges of the future. Learning and applying agile methods can be easily done within most organizations. Adopting an agile mindset is most effective when working together with other organizations.

TRANSPARENCY

Dealing with Transparency in a world of compliance and posturing is a significant challenge. Leaders and organizations need new surprising skills: drop all pretends to have everything under control, be willing to fail and ready to learn from  it. The perfect environment for developing these skills is working on foreign topics together with people from foreign corporate cultures.

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