Exploring Action Learning for Group Development WROE, Module 5 With gratitude for the material provided by Michael Marquardt, WIAL Master Coach

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 Copyright WIAL, 2008. All rights reserved 2

Components of an Action Learning Program Project, challenge, or task Team of 4-8 people with diverse perspectives Reflective questioning and listening Developing Strategies and taking action Commitment to learning Action Learning coach Copyright WIAL, 2008. All rights reserved 3

Copyright WIAL, 2008. All rights reserved Two Ground Rules Statements only in response to questions; anyone can ask questions Action learning coach has authority to intervene whenever he/she identifies learning opportunities Copyright WIAL, 2008. All rights reserved 4

Copyright WIAL, 2008. All rights reserved “No learning without action; no action without learning” – Reg Revans (1998) Copyright WIAL, 2008. All rights reserved 5

The Importance of Taking Action At the end of every session: the learning coach focuses on action by asking the individual or team what action(s) they will take as a result of the work in the session Testing ideas in the real world determines if strategies are effective and practical Push for developing a prototype of a solution, not just a “white paper” – Merely recommending diminishes creativity and commitment Deep and real learning occurs when reflecting on real action Copyright WIAL, 2008. All rights reserved 6

Copyright WIAL, 2008. All rights reserved Great Questions Cause focus or stretch Create deep reflection Challenge taken-for-granted assumptions Involve courage in asking Lead to breakthrough thinking Support, yet challenge Generate action Copyright WIAL, 2008. All rights reserved 7

End

Appreciative Inquiry in Questioning (Cooperrider, 2001) Power of positive inquiry First, find what has worked well, has gone well Second, explore what can be improved; why and how? What good reasons do people have to object to an idea and how can these objections be addressed? Copyright WIAL, 2008. All rights reserved 9

Contrast with typical Problem-solving Teams Learning and team development as important as solving the problem Groups charged with implementing as well as solving real problems Membership not reserved to experts or involved people Questions precede answers; dialogue over discussion and debate Learning coach with power Actions and strategies requiring systems thinking Copyright WIAL, 2008. All rights reserved 10

1. Problems/Challenges for Actions Learning Important and Urgent to the organization or individual - not a made-up exercise Unimportant problems diminishes creativity, commitment and learning The more complex in nature, the more powerful and valuable is the Action Learning Problems should be feasible and within the authority and/or responsibility of group Copyright WIAL, 2008. All rights reserved 11

Copyright WIAL, 2008. All rights reserved 2. Action Learning Team 4-8 members to maximize creativity From within and outside the organization Diverse so as to obtain fresh viewpoints (Pizza man) May be familiar or unfamiliar with roles and situations May include external resources when needed Copyright WIAL, 2008. All rights reserved 12

Copyright WIAL, 2008. All rights reserved 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 Copyright WIAL, 2008. All rights reserved 13

Copyright WIAL, 2008. All rights reserved 3. Questioning and Reflective Process Power of Questions Promotes Creative problem- solving, critical thinking, and systems thinking Build group cohesiveness, listening and respect Increase reflection, learning and change Copyright WIAL, 2008. All rights reserved 14

Power and Role of Questions Assures working on the right problem and not symptom – counteracts the “bias to premature action” common in teams Develops a shared understanding of the problem – the Fable of the blind men and the elephant Questioning each other is only way to get agreement on the problem Develops understanding of the context as well as the content of the problem Seeds of solutions reside in questions Copyright WIAL, 2008. All rights reserved 15

Appreciative Inquiry in Questioning (Cooperrider, 2001) Power of positive inquiry First, find what has worked well, has gone well Second, explore what can be improved; why and how? What good reasons do people have to object to an idea and how can these objections be addressed? Copyright WIAL, 2008. All rights reserved 16

Attributes of Team Members Committed to solving problem Carefully listening to one another Willing to develop and learn Respectful of others Constructive and supportive Group rather than individually focused Copyright WIAL, 2008. All rights reserved 17

Copyright WIAL, 2008. All rights reserved Choosing a Problem Should be important and urgent – ideally “mission-critical” Should be a problem not a “puzzle” Problems are often proposed by the organization – if so, the coach needs to work closely with sr. leadership Not redundant – i.e., no other group working on Have clear outcomes Assure that effort will be made to implement good solutions Appropriate scope and scale Problem is appropriate for Action Learning Copyright WIAL, 2008. All rights reserved 18

Reasons Why People Do Not Ask Questions Negative psychological experience with asking or answering questions that has generated a fear and discomfort with questions Lack of skills in asking or answering questions Lack of experience or opportunities Lack of training Lack of modeling or mentoring Corporate cultures and working environments which discourage questions, especially those that challenge existing assumptions and policies Copyright WIAL, 2008. All rights reserved 19

Power and Benefits of 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 organizational culture that can handle change and learns Develops leadership competencies Develops systems thinking and creativity Copyright WIAL, 2008. All rights reserved 20

Team Development The GRPI Model Mission Interactions (relationships) GOALS (what) Do we have clarity? Do we have agreement? What are our roles and responsibilities? ROLES (who) How we do our work? (Norms, rules, procedures) PRACTICES (how) How do we work together in mutually supportive ways? Interactions (relationships) Copyright WIAL, 2008. All rights reserved (Beckhard,1969) 21