Uploaded byKannan Ramanujam
Action Learning
The document discusses the principles and process of action learning. It describes action learning as involving a problem, learning group, process of questioning and listening, action taken, and commitment to learning. It outlines characteristics of effective problems for action learning and effective learning groups. The core components of action learning are identified as understanding the problem, goal setting, developing and testing strategies, taking action, and reflecting. Benefits include leadership and team development, problem solving, and building a learning culture.
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Action Learning
- 1. Venkataramanujam Kannan M.Sc. KnowledgeManagement 05.09.2012
- 3. A Problem An Action Learning Group or Team A Process of insightful questioning and reflective listening An Action taken on the problem A commitment to Learning An Action Learning Coach http://www.wial.sg/action-learning.html
- 4. Statements should be made only in response to questions The action learning coach has the power to intervene Optimizing the Power of Action Learning, Michael J. Marquardt
- 5. The best problemsfor action learning will have the following attributes Importance Urgency No existing solution Feasibility Familiarity Significance Learning Opportunity Group Authority Optimizing the Power of Action Learning, Michael J. Marquardt
- 6. Commitment Knowledge The power to implement Familiarity Diversity Member Selection Attendance Group Size Optimizing the Power of Action Learning, Michael J. Marquardt
- 7. Committed to solving problem Carefully listening to one another Willing to develop and learn Respectful of others Constructive and supportive Must focus in group rather than individual
- 8. Questions a reflective inquiry process is the main component of successful action Questions are also key for individual, team and organizational learning. Seeds of solutions reside in questions Questions to clarify, to open up new avenues, to unpack, to offer ideas and insights, to learn Optimizing the Power of Action Learning, Michael J. Marquardt
- 9. Refection involves recalling, thinking about, pulling apart, making sense and trying to understand Listening without prejudgment Time and space needed to stand back, reflect, unfreeze, and gain new perspectives
- 10. Creative problem solving and systems thinking Build group cohesiveness, listening and respect Increase reflection, learning and change
- 11. Understanding and reframing the problem Framing and formulating the goal Developing and testing strategies Taking action and reflecting on the action Optimizing the Power of Action Learning, Michael J. Marquardt
- 12. Members take responsibility for own, group’s, and organization’s learning Time set aside to talk about learning’s and how they can be applied systematically elsewhere Move from intuiting, to interpreting, to integrating, to institutionalizing knowledge
- 13. New knowledge and information Improve relevant skills and competencies Reasoning and behaving differently Alters beliefs, values and basic assumptions Gain greater awareness and understanding of personal motives Optimizing the Power of Action Learning, Michael J. Marquardt
- 15. Develop leaders and teams of leaders Problem solving Developing systems thinking and creativity Builds powerful teams Create learning cultures and learning organizations Develops leadership competencies Develops systems thinking and creativity Optimizing the Power of Action Learning, Michael J. Marquardt
- 16. Novartis Siemens Boeing National Semiconductor LG Electronics Caterpillar Baxter Singapore Polytechnic General Electric DuPont Samsung American University
- 17.
Editor's Notes
- #3 A process that involves a small group working on real problems, taking action, and learning as individuals and as a team while doing so