Work-Applied Learning (WAL) for Organizational Change Programs

Work-Applied Learning (WAL) for Organizational Change Programs

A typical WAL program comprises a number of Action Research (AR) cycles and the phases within each AR cycle are as follows:

  • AR Group meetings;
  • Knowledge Sessions;
  • Work-Based Phases; (which incorporates the Action Learning Process)
  • Joint Observations and Reflections;
  • Monitoring and Evaluation of the Cycle; and
  • Validation of the Program after 2 Cycles.

In a WAL Program, the AR Group normally includes a Work-Applied Change Consultant and the managers nominated by the organization to participate in the WAL for Change program. Normally, the AR Group should include about six to eight managers only.

The Work-Applied Change Consultant is either an internal or external change agent specialised in WAL with conceptual knowledge and practical experience in undertaking organizational change using WAL. Normally, he/she is a certified Work-Applied Change Consultant.

The Work-Applied Change Consultant plays the role of a mentor and advises the managers in the establishment of the AR Group and the workings of the AR Group in the WAL program planning and implementation which includes the following:

  • Establishing the organizational need or problem;
  • Reviewing and Reflecting on the need or problem in the context of the relevant Knowledge; and
  • Identification of the WAL Program and the WBL projects to be implemented to address the need or problem.

The design for developing and implementing a WAL for Change program is shown in the diagram below:

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An example of a 12-month WAL for Change design and process is provided in the illustration below:

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