World Institute for Action Learning Presentation to MNODN

Action Learning:Solving Critical Business Problems and Developing

Leaders in Real Time

Minnesota OD NetworkFebruary 5, 2015

22

“In times of change, the learners will inherit the world while the

knowers will remain well-prepared for the world that no

longer exists.” Eric Hoffer

Objectives

1. Build connections, support and energy

2. Provide an understanding of the principles, practices and benefits of Action Learning

3. Share examples and success factors

4. Invite to join a new and growing community of practice

What is Action Learning? A process that involves a

small group (“set”) 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 Roots• Reg Revans (UK 1950s)

Grandfather of Action Learning

- Learning = Programmed Knowledge + Questioning Insight

- No learning without action, no action without learning

• Mike Markquardt (US 1970s)

Father of Action Learning

- Studied under Revans

- Two ground rules

- Formalized the 6 components

- “Tell me, I’ll forget. Show me and I’ll remember. Involve me and I’ll understand.”

Contrast with typical Problem-solving Groups1. Learning and team development as important as solving the

problem

2. Groups charged with developing a real solution the organization can implement

3. Membership not reserved to experts or involved people

4. Questions precede answers; dialogue over discussion and debate

5. Learning coach with license to interrupt for sake of learning

Action & Learning

Action/Solution Learning

• Both are priorities

• While action is being taken the expanded thinking, questioning, and group dynamics are also processed in real time

PROBLEM SOLVING

PERSONAL & LEADERSHIP

DEVELOPMENT

ORGANIZATIONAL CHANGE

Four Results of Action Learning

ACTION LEARNING

TEAM DEVELOPMENT

Components of the Action Learning ProcessProject, challenge, task, or problemGroup of 4-8 people with diverse perspectivesReflective questioning and listeningDeveloping strategies and taking action Commitment to learningAction Learning coach

Reflective questioning and listeningIs it possible to improve an action without learning?

Is it possible to learn deeply without reflecting?

Is it possible to reflect without a question?

Two Ground Rules:1. Statements only in

response to questions; anyone can ask anyone questions

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

PROCESS FACILITATOR ACTION LEARNING COACH

Gets involved in content; advocates particular solutions

Remains neutral; refrains from advocacy of any solutions

Often asks leading questions Asks open-ended & closed-ended questions

Frequently provides problem solving methods Relies on team members to create &/or apply problem solving methods

Focus on solving problem, completing task Focus on achieving results & learning

Resolves conflicts Manages & uses conflicts

Overcomes resistance Uses resistance as information

Focuses on immediate problem Focuses on total system, how problem is influenced by context, & how solution impacts context

Makes statements without being asked Makes statements in response to some questions

Often accepts, does not challenge assumptions Inquires to make assumptions explicit, tests validity of conclusions, beliefs

Rescues team if in trouble Lets team struggle in order to learn

Often creates dependency Evokes self-determination

Adapted from O’Neil, J. & Marsick, V. (2007)

Problem Identification (presenting problem)

Problem Definition (source of pain)

Critiquing Ideas

Generating Solution Ideas

Selecting Best Ideas

Implementation Plans for Best

Ideas

Evaluating Results

Identifying New Problems

Problem Acceptance

DIVERGENCE CONVERGENCE

Stages of Effective Problem Solving

Goal Definition (the hope)

Problem Analysis

• Where are the pain points or needs in your organization where this might serve?

• What are the loftly goals or aspirations you hold for OD in your organization where this might serve?

Ground Rule:1. Statements only in

response to questions; anyone can ask anyone questions

AL Hits the Bull’s-eye:

How Action Learning is shaping both Strategy and Leaders at Target

• Structured vertically, but now must learn how to work horizontally

• Need greater capability to engage in constructive candor and dialogue in order to truly innovate

• Must develop and learn how to leverage cross-pyramid network of peers

• More sophisticated capabilities with problem solving and setting strategy

• More sophisticated methods of building teams and developing talent

What were our objectives?

• Highly capable executives learn through peer interaction, discussion and real-world practice

• Rewarded previously for formulating the tactical plan and executing on it – must influence and be influenced on setting the strategy itself

• “Leader as a source of certainty” model is outdated. Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) have rendered it so

• Faster pace of change means increasingly less predictability – organizations must learn to innovate “on the fly”

Why Action Learning?

Where did we start?Partnered with WIAL to pilot with our Talent Development

Program for Directors 25-30 Participants Annually

Nominated through Talent Review process as having future officer potential and approved by EVP HR and CEO

Year long program with four major components:

Seminars Learning Groups

Executive Coaching

Action Learning

• “The action learning experience was profoundly impactful to my development. Solving a relevant business problem with a group of leaders from different parts of the business provides so much insight on how to navigate challenges we face every day. Highly engaging activity!!”

• “The format of having everything being posed in a question format promoted a broader scope of thought.”

• “I’ve not been this uncomfortable at work in a very long time – and have not grown this much either.”

• VP Problem Sponsor: “You’d advanced our thinking on this by about a year and half.”

Testimonials:

• Pitch to solving business issues first

• Consult on selecting, narrowing, and presenting problem

• SME stays with the group throughout

• Define time frame (i.e. 2.5 days)

• Invite stakeholders to attend the solution recommendation

• Pluses/Delta after each round and program year

• Follow up communication with participants and stakeholders

• High potential participants=future Sr. Leader advocates

• Obtain WIAL certification to run in-house

Success Factors

• Local Community of Practice

• Training, education and certification resources

• Sharing of ideas, learning and success stories

• Sharing of talent resources for occasional scale

• Currently all local/Midwest business goes to non-local WIAL certified coaches

• Creates opportunity for contributing to the larger community

Why a WIAL Minnesota Chapter?

• Live Action Learning Demo/Introduction – February 19th from 5-8pm

• WIAL sponsored and led Certification training offering in Twin Cities (vs. Washington D.C. or Seattle)o Foundations course: April 27-28th (M/Tu)o Certification CALC I: April 29-30th (W/Th)o For more information, visit: www.wial-usa.org

Upcoming MN Chapter Events

Thank you!