What is the Impact of “Leadership Development Program thorough Regional Problem-solving”?: Program Design and Evaluation by Action

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  • 異業種5社による「地域課題解決研修」の効果とは何か？ : アクションリサーチによる研修企画と評価
  • イギョウシュ 5シャ ニ ヨル 「 チイキ カダイ カイケツ ケンシュウ 」 ノ コウカ トワ ナニ カ? : アクションリサーチ ニ ヨル ケンシュウ キカク ト ヒョウカ

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Abstract

The objective of this paper is to examine the effect of “leadership development program thorough regional problem-solving” in particularly the learning that occurs in relation to the planning, supervision, and facilitation that the author conducted at the request of the corporate human resources departments. This program was conducted over the course of approximately six months from May through October 2014. Heterogeneous teams were formed with managers from five companies in differing industries. The program focused on action-based learning with the teams that first explored the regional problems confronting the town of Biei in Hokkaido, followed by a process of making proposals to the mayor and citizens of Biei on possible solutions to these problems. People in management are usually in charge of focusing not only on day-to-day operations but also on innovation within their organizations, and their role is to serve as primary agents that guide the development of the next generation of managers from among the diverse membership of the organization. However, active inertia gained after an organization excessively adapts to daily management often obstructs this role. This program offers an opportunity to those viewed as nextgeneration leaders from these five companies in differing industries to solve regional problems prevalent outside their organizations by working with managers from other companies and in doing so, aim to relativize their “fixed perspective” formed from active inertia. Additional objectives of the training are to further increase the participants’ desire for innovative behavior, allow them to encounter a greater range of people, and make them accustomed to thinking from a management perspective.

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