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 problems for 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
14.
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
