L'apprendimento informale e le sue implicazioni nello sviluppo delle soft skills

As the pre-COVID-19 economy rapidly reinvents itself into perhaps a significantly different new one, the one thing likely remaining constant will be the necessity for workers to continuously adapt into its changing productive processes—the core feature of which will be innovation, importantly driven by teams much more than by a “lone genius” working somewhere apart from others. To sponsor such creativity, companies will have to let go of what was formerly routine and predetermined, enabling their productive modes of action to adapt responsively, too, to promising trial enhancements irrespective of the organizational level or functional area from which they are proposed. Both company “management” and “workers,” now less distinctly differentiated, will have to be able, simultaneously and collaboratively, to act and, at the sometime, to “reflect in action.” Only continuous learning and emerging new knowledge and capacities from it—significantly beyond those already broadly commoditized—will provide pathways to successful competition and a brighter future. One method that has already demonstrated the capacity to foster various aspects of the broad pattern of enhancements outlined above is Action Learning, a process of team learning across organizational levels and areas of function, as well as different cultural contexts, that wasoriginated out of necessity be the British scientist Reg Revans in World War II. It has since been refined and documented by a coterie of others--prominent among them Americans Academics Marsick, O’Neil, and Watkins—whose contributions will be discussed.