Actualized codevelopment Action Learning: to progress towards an innovative, learning organization!

Actualized Codevelopment

Actualized  Codevelopment Action Learning (CAL): an approach more relevant than ever to progress towards an innovative, learning organization! (Sabourin, Paquet, Lafranchise, 2023): 

A must-read article (in French) in the special edition on the learning organization in HR publications –  Revue RH of the Ordre des conseillers en ressources humaines du Québec

 

Sept- Oct 2023

Here is a summary of the article in English . 

Read this article with this question in mind : how will you dare to implement Codevelopment Action Learning (CAL)?

 

Share your ideas and intentions. We look forward to hearing from you: Click Here

This article, written by coach and author – Nathalie Sabourin – and the team of pioneering researchers – Maxime Paquet and Nathalie Lafranchise-  presents aligned and actualized Codevelopment Action Learning (CAL) as a significant means to build a collaborative, innovative and learning culture.

For the first time, the text presents the scientific results of research carried out in various contexts. The benefits and impact of CAL as well as the conditions required for its implementation are illustrated.

What is Codevelopment Action Learning (CAL)

Codevelopment Action Learning (CAL) is a group of 5 to 8 people that come together over a pre-determined period (in person or online) with a common purpose: progress collectively and individually, co-create solutions and open up to new possibilities by learning from each other.

Watch this video on CAL (Codevelopment Action Learning)

CAL’s Impacts: Co-Create.  Accelerate.  Grow.

The article presents how CAL builds collaborative, creativity and learning capabilities, as well as human and T-shaped skills such as leadership.  Research by M. Paquet and N. Lafranchise show:

  • 91% of CAL group participants report achieving their objectives.
  • 85% of participants report transferring what they have learned to their day-to-day work.
  • CAL stimulates self-efficacy at work (see graph).

An updated, aligned approach

The authors describe how CAL has evolved to better meet the needs of companies and organizations seeking to innovate, stimulate teamwork and build a learning culture.

"The " Learning " component of Codevelopement Action Learning[...] aligns with the most recent practices and knowledge suggesting that learning is the main driver of other successful factors in all companies, in all business sectors and in all industries. [...] Codevelopement Action Learning has also given a new dimension to the understanding of the motto "no action without learning, no learning without action". To this purpose, emphasis is being placed on key issues such as accountability to management through measurable results, and greater sharing of personal development objectives between participants." (3)

Dare to implement Codevelopment Action Learning

« Experience CAL and adopt it».  You will gain the benefits: Accelerate goals/projects.  Co-create solutions.  Grow and Learn.

Don’t hesitate to contact The Co-Leadership Group to implement CAL in your company, or to set-up a team of in-house facilitators.

See our solutions click Here

Books, articles and podcasts about Codev :

Are you looking to better influence and act with more intention and impact?

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In today’s complex reality, do you wonder how to better influence and act with more intention and impact? Do you sometimes feel like you don’t have enough authority or real, legitimate power to effectively influence decisions and engage stakeholders to achieve your bold goals? Who should you team up with to help you through the complementarity of strengths?

Do you know your leadership approach?

You are not alone. Leadership is not merely a title; it involves making a positive impact on both situations and individuals, with influence being a crucial skill to refine for achieving success.

Source : Gallup®

You have the strengths within you to dare to do things differently. To influence with more impact and intention, the first step is to better understand yourself, your strengths, and potential blind spots.

To do this, Gallup has identified four leadership and influencing styles based on strengths to help you understand the approach that aligns with your strengths. Because they are based on CliftonStrengths® 34, these leadership styles reveal how you can make a significant impact using your natural leadership talents, rather than imitating someone else’s style.

Take, for example, Eric, a leader responsible for implementing significant changes. As a process-focused leader with an action-oriented approach, he faced difficulties in mobilizing diverse people and gaining their buy-in. It was time to prepare the ground, build trust through relationships, and create spaces for co-creation to involve all stakeholders. Slowing down to go fast paid off. Eric realized that ideas from various people affected by the change would lead the transformation in the right direction.

The CliftonStrengths® for Leaders Report

Your strengths can propel you forward. But, as in Eric’s case, they can also trip you up if you only operate on autopilot. Understanding your sphere of influence and leadership style allows you to act with more intention and adapt to a specific situation. This may involve reducing the intensity of certain strengths or identifying partnerships for success.

 

Whether you already know your CliftonStrengths® or are ready to discover them for the first time, the new CliftonStrengths® for Leaders report is a tool to provide you with a clearer and more precise idea to strengthen the effectiveness of your influence and impact.

Building Your Influence Capabilities

Get to know your dominant strengths to better understand your leadership and influence style. So, you know who you are, how to use your strengths, and minimize the impact of your weaknesses.

As leaders, you often have common goals and a desire to achieve the same results. However, by acting with more intention and in partnership with people whose strengths complement yours, you will achieve it in a way that is unique to your strengths and style.

To read the full article on the CliftonStrengths® for Leaders report and the four leadership domains, click the link below.

Still want to go further? Checkout this podcast series: