Written by: SmartGrowth 7/8/2010 9:56 AM
WHAT IS ACTION LEARNING? You’re tasked with improving the performance of an experienced group of managers who have untapped potential. You think about training and question whether a sophisticated team of employees would really benefit from a day or two of traditional training. In addition, your training department is just too busy; you have a short time line and a limited budget. If you find yourself facing a similar dilemma, you may want to consider action learning. Action learning is a method of training that allows a small group of people to work on solving real problems while focusing on what they are learning so they can continue to apply this learning to other aspects of the business. Reginald Revans, who pioneered the action learning concept, believed that “there is no learning without action and no action without learning.” Action learning is a highly practical and effective approach to developing and applying skills to real world challenges. As learners work on real-time issues, they expand their problem-solving capabilities, develop new skills, increase their confidence and learn to work as a team. ACTION LEARNING IN PRACTICE Action learning consists of a small group of people evaluating the actions involved in solving a real-world problem or scenario. This evaluation is then used to uncover, learn from, and implement these fresh perspectives. Action learning allows learners to think critically and discover new ways of handling the unfamiliar problems. Although the definition of action learning seems simple enough, Michael Marquardt, director of the Global Institute of Action Learning, states that there are actually six components to this style of learning. These components include: (1) the problem, (2) the group, (3) the questioning and reflection process, (4) the resolution to take action, (5) the commitment to learning, and (6) the facilitator. Problem: The problem is what ignites the discovery process. The problem can be an issue, task, concern, or project that is in need of resolution, and should be within the group’s realm of responsibility. The Group: Action learning groups typically consist of four to eight individuals who have identified a problem that has no easy, observed solution. In order to most effectively engage in action learning, the group should be diverse and may include individuals with different perspectives, styles, and expertise. It may include individuals from both inside and outside of the organization. The Questioning and Reflection Process: Both open and closed questions must be utilized when implementing action learning. Open questions engender responses that spark a “free flow of information,” whereas closed questions illicit one-word answers. Open questions begin with the words “why” or “how,” while closed questions start with words such as “which,” “how many,” or “does.” When both open and closed questions are used in combination, the responses reveal the knowledge base of the group or individuals, and help to uncover the reason the problem is occurring. Once these questions have been asked, reflection ensues, and the team begins to develop possible solutions to the problem. The Resolution to Take Action: Implementation of the ideas generated during reflection must occur in order to evaluate whether or not learning has taken place. Therefore, the group must have the authority to take action on their ideas or ensure that their solutions will be implemented by the appropriate people. The Commitment to Learning: In action learning, both learning and action are of equal importance. Without a commitment to learn from the actions completed, the group is basically just operating as a task force. In order for action learning to be successful, the group must have the desire to learn, rather than just executing tasks. The Facilitator: Having someone to lead discussion, ask the right questions, and keep the group on track is critical to effective action learning. The facilitator may or may not be a member of the group. WHY ACTION LEARNING? A short-term benefit to action learning is finding a solution to an existing problem; however, there are also more rewarding long-term benefits that action learning can provide. The goal of action learning is to develop new behaviors that can be applied to other challenges in the workplace; however, participants can also apply this type of learning to family or social settings. Using an action learning approach is extremely beneficial in leadership development activities. By giving high-potential employees the opportunity to analyze and break down business problems using this method, they learn to critically address unfamiliar situations. The employees become responsible and accountable for their own learning and development, and ultimately that of the team and organization. As organizations build capability and succession plans, incorporating a dynamic approach to executive development with action learning is a powerful tool for building a problem-solving culture and ensuring future organizational success. For more ideas on how to build, lead and grow an extraordinary organization, call us at 919-324-6770.
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