Moving from opportunism to expediency when introducing action learning into an organisation

Abstract

During my first year of practice as a new action learning facilitator undertaking an ‘ILM Level 5 Certificate in Action Learning Facilitation’, an innovative Individual Service Fund pilot was launched by ‘Certitude’, the organisation for which I work. The aim of this pilot was to enable people with learning disabilities and mental health needs in London to have more choice and control over their support. By recognising the opportunity that this pilot provided, I was able to design, introduce and facilitate an action learning intervention to develop the confidence of leaders and managers involved in implementing the pilot's project plan and in turn explore my own emerging practice. This paper focuses on my journey from an opportunistic to expedient action learning facilitator; responsible for introducing, planning and establishing a new model of learning and development in Certitude.

Keywords:

• action learning
• ISF pilot
• leadership development

Notes on contributor

Mike Bloodworth is an Associate with the Centre for Action Learning Facilitation with over 20 years experience in the field of social care. He is currently a senior manager at Certitude; a large London-based not for profit organisation providing support to people with learning disabilities and mental health needs.