ACTION LEARNING Ian Duncan Joyce Jeffray Simon Sikora Fiona Cook Action Learning Facilitators ECCF 2015 Cohort.

ACTION LEARNINGIan DuncanJoyce JeffraySimon Sikora Fiona CookAction Learning Facilitators

ECCF 2015 Cohort

Aims of the Presentation

Answer the question – ‘What is Action Learning?’

Why Action Learning?

Facilitate the launch of your Action Learning Set

What is Action Learning?

“A continuous process of learning and reflection that

happens with the support of a group of colleagues,

working with real problems, with the intention of

getting things done.”

(McCormack et al 2004)

Components of Action Learning

The Individual The Set The Issue or Task The Process The Facilitator

Action Learning Set Roles & Meeting Format

ROLES

Presenter

Set Members

Facilitator

FORMAT

‘Checking In’

Feedback

Issues

Review

Core skills in Action Learning

Things to avoid in Action Learning

Imposing your values and opinions on others

Giving advice

Being judgemental

Criticising, or trivialising the issue being presented

Develop an approach more suited to ‘Wicked Problems’

Get comfortable ‘sitting with uncertainty’!

Develop the art of asking powerful questions

‘Traditional’ Learning Action Learning

Classroom Based Work Based

Individual Orientation Group Orientation

Input Orientation Output Orientation

Knowledge Orientation Action Orientation

Passive Active

Historical Focus Concern with Here and Now

Source: Action Learning and Excellence in Management Development. Charles Margerison

‘Traditional’ v Action Learning

Reported benefits of Action Learning

For the individual –

Enhance personal effectiveness and productivity

Reflect on and learn from their individual experiences

Enhance personal leadership and soft skills

Develop self- confidence and assertiveness

Improve awareness of how their assumptions, beliefs, attitudes, and organisational interests influence their thinking, decisions and actions Cross-functional knowledge and a big-picture perspective

Strategic thinking and action

Awareness of own strengths and development needs

For the team/ organisation –

Observable improvements in organisational results

Successful strategic change

Solutions to complex organisational problems

Greater ability to innovate

Stronger peer relationships and support for personal development

Team commitment and flexibility, resulting in higher quality care

Productive discussions that lead to more strategic and focused action

Information sharing across organisational functions