Joyce Jeffray Simon Sikora Fiona Cook Action Learning Facilitators ECCF 2015 Cohort Aims of the Presentation Answer the question What is Action Learning Why Action Learning ID: 781990
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ACTION LEARNINGIan DuncanJoyce JeffraySimon Sikora Fiona CookAction Learning FacilitatorsECCF 2015 Cohort
Slide2Aims of the Presentation Answer the question – ‘What is Action Learning?’ Why Action Learning? Facilitate the launch of your Action Learning Set
Slide3What is Action Learning?“A continuous process of learning and reflection thathappens with the support of a group of colleagues, working with real problems, with the intention of getting things done.” (McCormack et al 2004)
Slide4Components of Action Learning The Individual The Set The Issue or Task The Process The Facilitator
Slide5Action Learning Set Roles & Meeting Format ROLESPresenterSet MembersFacilitatorFORMAT
‘Checking In’
Feedback
Issues
Review
Slide6Core skills in Action Learning
Slide7Things to avoid in Action Learning Imposing your values and opinions on others Giving advice Being judgemental Criticising, or trivialising the issue being presented
Slide8Develop an approach more suited to ‘Wicked Problems’
Slide9Get comfortable ‘sitting with uncertainty’!
Slide10Develop the art of asking powerful questions
Slide11‘Traditional’ Learning Action Learning Classroom Based Work Based Individual Orientation Group Orientation Input Orientation Output Orientation Knowledge Orientation Action Orientation PassiveActiveHistorical Focus Concern with Here and Now
Source: Action Learning and Excellence in Management Development. Charles
Margerison
‘Traditional’ v Action Learning
Slide12Reported benefits of Action LearningFor the individual – Enhance personal effectiveness and productivity Reflect on and learn from their individual experiences Enhance personal leadership and soft skills Develop self- confidence and assertiveness Improve awareness of how their assumptions, beliefs, attitudes, and
organisational interests influence their thinking, decisions and actions
Cross-functional knowledge and a big-picture perspective
Strategic thinking and action
Awareness of own strengths and development needs
Slide13For the team/ organisation – Observable improvements in organisational results Successful strategic change Solutions to complex organisational problems Greater ability to innovate Stronger peer relationships and support for personal development
Team commitment and flexibility, resulting in higher quality care
Productive discussions that lead to more strategic and focused action
Information sharing across organisational functions
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