Action Learning Briefing:

Promise & Pitfalls

Action Learning: Promise & Pitfalls Objectives

Review definitions & genesis  Discuss why Action Learning & the Promise  Review models plus typical content & design  Know the pitfalls/success factors (lessons learned) & some accelerators  Review typical participant learnings


Action Learning Definition

WORKING ON BUSINESS PROBLEMS IN TEAMS FOR DEVELOPMENT PURPOSES

Centerpiece: A real business problem or opportunity

2002 Executive Development Associates. All rights reserved.

Expanded Action Learning Definition

WORKING ON (REAL, IMPORTANT) BUSINESS PROBLEMS (OR OPPORTUNITIES) IN (DIVERSE, CROSS-ORGANIZATION) TEAMS FOR DEVELOPMENT PURPOSES (TO IMPROVE THE BUSINESS & DEVELOP PARTICIPANTS)

2002 Executive Development Associates. All rights reserved.

What is Action Learning?

A dynamic tool used to:
Action
Address significant business challenges

Working on authentic, urgent business problems/opportunities in diverse, cross-organization teams to improve the business and develop participants

Results

Learning

Drive strategic change Transform the organization Accelerate development Achieve business breakthroughs Develop leadership capabilities etc.

Develop participants

Action Learning Genesis

Not GE, American or new  UK roots - 1945  Founding father - Reg Revans  Rapid increase in use


Primary Differences Between Action Learning & A Task Force

Explicit learning & development goals  A significant education component  A diverse team


20002 Executive Development Associates. All rights reserved.

Why Action Learning

Can be powerful  Puts Executive Development At the Table  Demonstrable impact  Provides motivation to learn not theoretical  Easy to sell  But


But
Without effective program management & facilitation it can become

Action
Learning

Action Learning

Address significant business challenges

Develop leadership, teaming & business tools, techniques & skills

2002 Executive Development Associates. All rights reserved.

AL The Promise
Multiple potential benefits:


Develop individual capabilities

 Accelerated

development  Leadership, teaming & business skills



Develop organizational capabilities

 More

innovative & entrepreneurial  Cross-organization collaboration (without sacrificing autonomy)



Other
 Important

work gets done  Building a sense of the total enterprise

2002 Executive Development Associates. All rights reserved.

Action Learning Framework

Participants Teams Projects

Sponsors

Program

Roles

Evaluation

Implementation

AL Typical Program Content

Work / business planning tools & techniques  Innovation & entrepreneurship  Team building - jump starting teams  Project specific / JIT education  Benchmarking  Time management & delegation  Senior executive dialog

2002 Executive Development Associates. All rights reserved.

AL Typical Design
Session One
      

Session Two Mid-point progress review

1 Days

Project introduction & selection Work planning tools & techniques Team building Project specific / JIT education Innovation & entrepreneurship Set learning / development goals Test project work plan
3 - 5 Days

Teams do projects

 Assimilate & synthesize work  Create, test & improve presentations What learned? Findings & recommendations Implementation plan  Presentations to sponsors  Debriefing & planning next steps 2 - 3 Days

3 - 6 Month Timeline
2002 Executive Development Associates. All rights reserved.

Team Structure Example

Sponsor Sponsor Sponsor Sponsor

Team 1 8 Participants

Team 2 8 Participants

Team 3 8 Participants

Team 4 8 Participants

Action Learning Program 24-32 Participants

AL Team & Workshop Make-Up Options

       

All experts. No experts. Stakeholder(s) Implementers Max - mix One big team or multiple teams Team size Recommend: approx. 3 teams, on 3 different projects Recommend: Sponsor selects 1-2 implementers for the team. Max-Mix criteria set. Participants select projects based on interest and learning potential Team leadership

2002 Executive Development Associates. All rights reserved.

Participant Selection and Time Expectations

How should participants be selected?  Based on potential?  What they can learn, or need to learn?  What they can contribute? Time expectations:  25% or so in typical design  How manage their real job?  How manage their manager expectations?  Full time for several weeks instead?
2002 Executive Development Associates. All rights reserved.

AL Sources of Projects
      

Participants Program, e.g., projects to implement agendas created Strategic plan & challenges Sponsors Assessments/surveys Top management slate Key question: Provide choice or assign? Implications for: Ownership, commitment, implementation
2002 Executive Development Associates. All rights reserved.

Strategic Challenge Choices Start with the Business Context

Consider the Context of the Business Situation STRATEGIC CHALLENGE POSSIBILITIES Clarify Stretch Goals for the Business Identify the Key Initiatives Define From-To Challenges Assess Leadership Learning Needed Select Challenges

Project Selection Criteria

         

Linked to strategy: directly address marketplace challenges, operating priorities, performance Promotes desired change or new capabilities Broad enough to be challenging but focused enough to allow solution (avoid world hunger) Not too political Not redundant with other initiatives (unless parallel efforts seen as desirable for innovation) Appropriate for level of participant Requires participants to think/act differently Exciting and challenging to participants A passionate sponsor with implementation authority Within business line or cross business?

Action Learning Project Examples

        

Initiated decision to make major acquisition Created a new leadership institute Designed and launched global supply chain development initiative Designed a collaborative process for long-term strategic vision development and deployment Reorganized multiple country and regional operations to maximize efficiency, enhance productivity, and speed growth Introduced initiatives to build knowledge management, globalization of operations Developed new product management process Created a process for attracting and retaining technology partners Recommended improved strategic utilization of an acquisition

Sponsorship
 

An effective sponsor makes the connection between achieving the project goal and the development goals Drives commitment through public and private support
 

Ongoing coaching and constructive feedback to teams Emphasizes action and learning

      

Models and reinforces desired leadership behaviors Provides air cover for the team Supports members with their managers (often is a level above their manager) Ensures implementation of the approved recommendations Provides whatever extraordinary resources are needed Keeps the team on target Attends all face-to-face events

AL Common Pitfalls & Perils (Lessons Learned)

         

No feedback/communications on what action was taken Scope too large Not aligned with strategy Political land mines Action overwhelms learning Just another task force Lukewarm, arms-length sponsor(s) Workload & boss interference No implementation, or ineffective handoffs A hammer looking for something to nail
2002 Executive Development Associates. All rights reserved.

AL Critical Success Factors (Lessons Learned)

        

Challenging but doable project Active top management involvement Trained, passionate sponsors with implementation authority Balance action & learning Explicit learning goals & frequent debriefings Facilitation Implementation planned up-front Communicating progress & results Realistic expectations success defined
2002 Executive Development Associates. All rights reserved.

Action Learning Accelerators

On-line communications / work system  Sponsors get coached  Team process coaches  Access to faculty / consultants  Use graduates in future classes  Peer feedback  Sponsors involved in selecting some team members  Managers get coached

2002 Executive Development Associates. All rights reserved.

Balancing Action & Learning

Make it explicit program objective, = importance  Set specific learning/development goals (individual & team)  Review progress at all project reviews  Include in all presentations  Build in reflection time  Team coaches/consultants  After Action Review


AL Decision Options
  

No decisions made, recommendations only Made in program by senior management Made outside the program
  

Implement within area of responsibility Teams find the decision makers and sell Other people implement

  

Plan for implementation upfront Sponsors select some team members with implementation in mind Make implementation part of the program design

What AL Participants Typically Learn

          

Entrepreneurial mindset & skills To create, test & sell a business plan The power of cross-business teaming (to work collaboratively across boundaries) Accelerated problem solving & decision making How to overcome the immune system More about the total business & a sense of engagement How to jump-start new teams To appreciate & leverage differences Giving & getting feedback To manage their time & delegate That shared leadership can work
2002 Executive Development Associates. All rights reserved.

Action Learning Keeping it In Perspective The Strategic Challenges are for Learning
I am far less interested in people having the right answer than in their thinking about issues the right way. What criteria do they use? Why do they think the way they do? What alternatives have they considered? What premises do they have?
Harvey Golub, former CEO American Express

Action Learning Another Design

SEGMENT ONE
Leadership Capabilities
y Learning & practicing leadership capabilities y Confidential feedback & development planning on 360 Leadership Inventory y Preparation for business project process

SEGMENT TWO
Creating & Testing Project Business Plans
y Reviewing marketplace realities y Setting & reviewing learning / development goals y Building project teams y Developing, testing & presenting project business plans y Approving or rejecting projects
Four Weeks

SEGMENT THREE
Implementing Approved Project Business Plans
y Business project implementation y Debriefing individual & team learning vis-avis development goals y Summarizing & presenting results y After Action Review y Forming self-directed development teams

Three Days

Three Months

Executive Coaches On-line Work & Communication Throughout