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  [in Japanese] What is the Impact of "Leadership Development Program thorough Regional Problem-solving"? : Program Design and Evaluation by Action  [in Japanese]

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Abstract

本稿は、筆者が、企業人事部から依頼を受け企画・監修・ファシリテーションに携わった「地域課題解決研修」の学習効果を明らかにすることを目的とする。地域課題解決研修は、異業種5 社の管理職が異種混交のチームを形成し、北海道・美瑛町の地域課題を探索し、その解決策を美瑛町長・町民に対して提案する、いわゆるアクションラーニング型の研修である。一般に管理職は、いわゆる日常のオペレーショナルな管理業務に加え、組織の中に革新行動を起こし、次世代の経営幹部として多種多様な組織メンバーを率いていく主体として位置づけられているが、日常の管理業務と組織への過剰適応の結果、能動的惰性に呪縛されている場合も少なくない。この研修では、次世代リーダーと期待される異業種5 社の管理職が、組織の外で他社の管理職らとともに地域課題解決に取り組むことを通して、能動的惰性に絡め取られた自己の「固定的なパースペクティブ(ものの見方)」を相対化することをめざす。加えて、研修では、管理職の革新行動意欲を増進させること、多様性あふれる人々との遭遇をはたすこと、経営者目線での思考習慣の獲得させることをめざす。本稿では、本研修の効果を論じる。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.

Journal

  • 名古屋高等教育研究

    名古屋高等教育研究 (15), 241-266, 2015-03

    名古屋大学高等教育研究センター

Codes

  • NII Article ID (NAID)
    120005593398
  • NII NACSIS-CAT ID (NCID)
    AA11679581
  • Text Lang
    JPN
  • Article Type
    departmental bulletin paper
  • Journal Type
    大学紀要
  • ISSN
    1348-2459
  • NDL Article ID
    026281306
  • NDL Call No.
    Z71-J969
  • Data Source
    NDL  IR 
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