| C L E A R
I M P A C T
Consulting Group, Inc. Joel M. Rothaizer, Ph.D. Sandra L. Hill, M.A.
Return to Organizational Consulting
Action Learning for Organizational Sponsors Factors Critical for Success "Action Learning is both a process and a powerful program that involves a small group of people solving real problems while at the same time focusing on what they are learning, and how their learning can benefit each group member and the organization as a whole." Michael Marquardt Rationale We learn best when undertaking some action, which we then reflect upon. Learning for managers and leaders should mean learning to take effective action. People learn best when they have the opportunity to apply what they are learning to a specific project or ongoing problem of actual significance. Actually taking action on a current business problem, developing a plan and then following through on it, provides much more learning than does recommending action (a "think tank" or task force without authority) or taking action in an artificial environment (simulation). Action learning groups must have the expectation and responsibility of carrying out their plans and recommendations. Participation in action learning can develop teamwork & interpersonal skills, problem-solving skills, leadership competencies, critical reflection, inquiry and questioning, empathy, openness and willingness to change, active listening, wisdom, and self-awareness. Leadership development programs, as practiced by most corporations and institutions of higher learning, "Produce individuals who are technologically literate and able to deal with intricate problems-solving models, but are essentially distanced from the human dimensions that must be taken into account. The social and interpersonal aspects of the organizations that largely create the dynamics of corporate culture are left unattended." R.L. Dilworth The choice of the project The proper choice of the project, or projects, is critical. Likely the single most common cause for the failure of an action learning program is the selection of an inappropriate problem or issue for the group. It must be a real and significant organizational problem, an issue that needs to be addressed and that exists in a real time frame, and that is seen as highly important to both organizational sponsors and participants. It’s a problem that, if solved, will make a difference in the lives of participants and the organization as a whole. The project must be feasible, within the competence of the group to understand the problem and identify possible solutions. The problem should be challenging but solvable, not so overcomplicated or confusing that it overwhelms rather than invigorates the group. Either the problem should be within the group’s sphere of responsibility, or the group must be given the authority to do something about the problem after consulting with the organizational sponsors. The organizational sponsors must not be wedded to a preconceived "right answer." The project should provide learning opportunities for members, and ideally will have possible applications to other parts of the organization. If the problem is viewed as just an exercise, or if participants doubt that their solution will be implemented, there is less learning. The project should involve more than just addressing a technical problem. Organizational support The organization must provide active, ongoing support for the action learning project(s). Lack of organization support is the second most common reason for failure. Support includes: Top management supports the action learning projects, including having designated sponsors or champions. The organizational leaders/sponsors removing barriers and providing resources as needed, including making sure participants have time to work on the project(s). Organizational leaders/sponsors being available to team members for ongoing feedback. Ideal outcome Maximize the effect of learning on participants’ job performance, the office culture and the organization's goals, including: Improved problem solving skills Improved leadership and team competencies Effectively addressing a problem of strategic significance "Fresh thinking and new learning are needed if we are to avoid responding to today’s problems with yesterday’s solutions while tomorrow’s challenges engulf us." R.L. Dilworth
Source: Action Learning in Action, Michael J. Marquardt (1999)
Return to Organizational Consulting
|
|
Personal Coaching | Relationship Coaching | Enneagram Coaching/Consulting Contextual Coaching | Mission & Vision | Organizational Energy Audit | Contact Us Directly e-mail
partners@clear-impact.com
Clear Impact Consulting Group, Inc.
"Assisting individuals and organizations
|