american psychological association presentation title skipton leonard, ph.d., chair joanne irving,...

American Psychological Association

PRESENTATION TITLEPRESENTATION TITLEPRESENTATION TITLEPRESENTATION TITLE

Skipton Leonard, Ph.D., ChairJoanne Irving, Ph.D., PresenterArthur Freedman, Ph.D., DiscussantWorld Institute for Action Learning

Date: August 7, 2009

Presenter Logo


Agenda Slide

• Introduction to AL history and principles• Single versus Multiple Action Learning models• Multiple problem Action Learning demonstration• Q&A and application to participant client

situations


Copyright WIAL, 2009. All rights reserved

What is Action Learning?• A process that involves a

small group working on real problems, taking action, and learning while doing so

• A powerful management tool that creates dynamic opportunities for individuals, teams, leaders and organizations to successfully adapt, learn and innovate



Historical RootsReg Revans – UK• “Father” of Action Learning• Unsinkable Titanic• Cambridge physicist• National Coal Board/ Royal

Infirmary

Marquardt• Integration of European and US

approaches to action learning• Six components and two ground

rules

Kurt Lewin – Germany/USA

• “Father” of Action Research• Inspired founding of NTL and

experiential learning movement as well as group dynamics

USA• Argyris & Schön/organizational

learning• OD and General Systems

Theory• Welch – GE Workout Program

WIAL Action Learning

Trist & Emery/Socio-technical Systems/Tavistock



Action Learning - Worldwide• Microsoft• General Electric• DuPont• Samsung• Toyota• Glaxo SmithKline• Sodexho• Novartis• Siemens• Boeing• Caterpillar• Business School of Netherlands• Singapore Polytechnic• Fairfax Schools• Organization of American States


• Widely used in leadership development programs in the US – estimated 65-75% Leadership development programs contain an Action Learning component

• Very popular as a development methodology around the globe – especially in Asia

Leadership DevelopmentLeadership Development



Power and Benefitsof Action Learning

• Solves complex problems and challenges in a systems-thinking approach

• Promotes holistic rather than reductionist thinking

• Builds powerful teams• Enables individuals and teams to learn

while working• Creates a corporate culture that can

handle change and learns• Develops leadership competencies• Develops systems thinking and

creativity



Components of an Action Learning Program

Project, challenge, task, or problem

Team of 4-8 people with diverse perspectives

Reflective questioning and listening

Developing Strategies and taking action

Commitment to learning Action Learning coach



Two types of Action Learning Programs

• Single-problem, in-

company program

• Multiple problems of one or more organizations



Two Ground Rules

1. Statements only in response to questions; anyone can ask questions

2. Action learning coach has authority to intervene whenever he/she identifies learning opportunities



Multiple Problem Action Learning Demonstration

1.Problem Presenter2.Action Learning Team3.Action Learning Coach4.Observers – the audience



Problem Presenter

Defines the problem in 2-3 minutes– What are we trying to do?– What are the issues/concerns?– What are the roadblocks?– Why is this problem urgent?



Instructions for Team Members• Seek to gain a group-agreed understanding of the

problem by asking questions• Make statements only in response to questions directed

specifically to you or to the group as a whole• Feel free to ask questions of other team members as well• Try to build on each other’s questions rather than just on

getting your questions answered• Listen carefully to the questions of the Action Learning

team coach and do not resume working on the problem until he/she asks you to continue



The Role of the Action Learning Team Coach

• Focus on helping the group perform better

• Intervene when there is a learning opportunity

• Ask questions that will enable the group to gain clarity and to improve their individual and team capabilities


Demo



Contrast with Typical Problem-solving Teams

1. Learning and team development as important as solving the problem

2. Groups charged with implementing as well as solving real problems

3. Membership not reserved to experts or involved people

4. Questions precede answers; dialogue over discussion and debate

5. Learning coach with power

6. Actions and strategies requiring systems thinking



Choosing a Problem• Should be important and urgent – ideally

“mission-critical”• Not redundant – i.e., no other group working on• Have clear outcomes and/or expectations• Assure that effort will be made to implement

good solutions• Appropriate scope and scale• Should be a problem not a “puzzle”• Problems are often proposed by the organization

– if so, the coach needs to work closely with senior leadership



Examples of Action Learning Problems

• Recruiting high tech workers• Developing training programs for leaders• Improving information systems• Six Sigma projects • Improving customer service• Resolving conflict between departments• Developing a new performance appraisal system• Establishing work schedule



Team Members

• Can be volunteers or assigned• Need to feel commitment to and stake in getting

problem solved or task completed• Understanding of problem or task but expertise is

not necessary or even desirable• Must be given the power to implement or

recommend good solutions• Should have some familiarity with context• Diversity on a number of dimensions is desirable• Commit to attending all meetings


Diversity of team – A cadre of Action Learning participants is created by selecting high-potential members from different functions, departments, regions, product groups, and levels



• Enable us to diverge and examine problems from a systems perspective before we converge towards solution

• Allow us to listen, to reflect, to be creative, and to learn

• Questions help to clarify, to open up new avenues, to unpack, to offer ideas and insights, to learn

• Creates time and space needed to stand back, reflect, unfreeze, and gain new perspectives

Questioning and Reflective Process


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• Is it possible to improve an action without learning?

• Is it possible to learn deeply without reflecting?

• Is it possible to reflect without a question?

Power of Questions


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Creative problem solving and systems thinking• What would enable the 6 blind men to discover

they were touching the elephant?• What proceeded every invention in the history of

the world?

Build group cohesiveness, listening and respect• How do you feel towards someone who asks you a

question that gives you an opportunity to shine?• How do you converse with your best friend?

Questioning Build Systems Thinking and Cohesiveness


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Are often very simple yet seem profound– e.g. Is this the best use of our time?

• Observe everything – don’t just listen to the words: non-verbal, timing, mood, unusual/unexpected behaviors. Etc. – “listen to the melody as well as the lyrics”

• Brings to light the obvious: the elephant in the room

• Listen carefully to responses• Build on response to previous

question

Great Questions often generate a “that’s a great question” response

Great Questions




Skills and Personal Style of an Effective Action Learning Team Coach

1. Ability to ask good questions

2. Courage and authenticity

3. Timing in interventions

4. Confidence and trust in the process and the people in the team

5. Openness, patience, honesty, humility, non-judgmental, reflective

6. An understanding of dynamics of team and individual development


• Two, 2-day workshops (CALC1 and CALC2)• More intensive coaching training, practice, and

application• Each participant completes an Action Learning

project (paid or pro bono -- single problem or multiple problem)

• Intensive training on OD issues– Dealing with group and organizational issues– Embedding the program in organization– Organizational and logistical issues– Building a learning culture and organization

WIAL Certification

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Thank you for being a great group of learners!

Skipton Leonard, Ph.D.Joanne Irving, Ph.D.Arthur Freedman, Ph.D.World Institute for Action Learning

www.wial.org

[email protected]

american psychological association presentation title skipton leonard, ph.d., chair joanne irving,...

Documents

action learning date

action learning component

benefitsof action learning

action learning coach

action commitment

experiential learning

creativity slide

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