FLOW OF DISCUSSION

Overview Of Action Learning Study on the Action Learning Perspective for GE Action Learning in KPMG Accelerated Decision-Making via Action Learning at FDIC Implementation in Motorola

Action Learning
Action Learning is a process of bringing together a group of people with varied levels of skills and experience to analyze an actual work problem and develop an action plan.

Steps in Action Learning Process

Clarify the Objective Group Formation Issue Analysis

Develop Action Strategies

Determining Goals

Problem Framing

Take Action

Repeat Cycle

Capture the Learning

Steps In Action Learning Process

CASES IN POINT
Organization: General Electronic

Prevailing Scenario Change Agent

Prior to 1986, GE's leadership programs consisted primarily of lectures, case studies, computer simulations and outdoor activities

CEO Jack Welch soon recognized, however, that leadership learning was not sufficiently intense GE therefore decided to move from a model that was based on individual cognitive learning to one that was based on action learning

Training Objectives of GE Leadership Program

Enable participants to learn, apply and receive feedback on business concepts and skills applied to real GE business issues

Provide help on important issues to GE businesses Help participants develop leadership and team skills essential to leading and working in high-performing, multifunctional business teams Help participants develop leadership and team skills essential to leading and working in high-performing, multifunctional business teams

Training Design for Implementation of Action Learning

Team Building Stage Problem Identification Stage Team Building Exercise
Action learning teams are built around GE problems that are real, relevant, and require decisions. Formats may vary, but typically, two teams of 5-7 people who come from diverse businesses and functions

Before the course begins, GE staff works with the businesses being studied to define the issues and compile a dossier of pertinent market

The first week of the leadership program is spent in a variety of team building exercises

Training Design for Implementation of Action Learning

Problem Analysis Process Final Presentation of Problem Analysis Key Learning
During weeks 2 and 3, the teams begin developing plans, asking questions of key managers, and carry out a variety of diagnostic activities

In the final week, participants make their presentation to the business leader (client) who provided the project

GE builds into the action learning model opportunities for to reflect upon and receive feedback on leadership and teamwork.

Action Learning at KPMG

Brief Overview Of KPMG Business advisory firm Audit, tax and advisory services Over 9,400 staff in the UK and 100,000 worldwide.

Target Participants
Current Managers with work experience of 8 years

Emerging Leaders the TOP 10-15%

Employees whose next role will involve managing a large, diverse team of people and moving up to senior manager level

Training Objectives
Develop new skills by working in teams on an external project in the community Motivation of people in their teams Embrace Diversity Recognize that people approach problems with different perspectives