Action learning is a powerful method for executive coaching that helps you tackle complex and adaptive challenges in your organization. It combines learning with action, reflection with feedback, and collaboration with diversity. In this article, you will learn what action learning is, how it works, and how you can use it to solve your executive problems.
Action learning is a structured process that involves a small group of peers, called an action learning set, who work on real problems that have no clear or easy solutions. The set meets regularly to share their experiences, ask questions, challenge assumptions, and generate insights. The goal is not only to solve the problem, but also to develop the skills, knowledge, and attitudes of the participants.
Through sharing multiple perspectives on complex business challenges and testing new possibilities, action learning uncovers systems blindness, develops new insights and makes progress possible. A client organisation had a low uptake of an automated customer process. Millions were spent in further upgrading the new website, with virtually no change in result. An action learning group was established and conducted a deep analysis of the customer experience. They found that a significant portion of customers in some demographics wanted to 'deal with a real person' , and that no amount of software upgrades was going to meet those customers needs. This allowed the organisation to develop a more nuanced strategy for different segments.
Action Learning is a transformative approach that goes beyond mere problem-solving. It serves as a dual-purpose tool that not only aims to tackle complex, real-world issues but also focuses on the holistic development of the group itself. It encourages open dialogue, critical thinking, and collaborative problem-solving. The iterative nature of the process allows for continuous learning and adaptation, similar to other methodologies like Design Thinking and the PDCA cycle. However, what sets Action Learning apart is its emphasis on reflection and self-discovery, which can be invaluable in executive coaching and organizational development.
Action learning is a problem-solving/leadership development approach that's effective in addressing complex executive problems. It involves a small group of individuals working collaborativly on significant challenges while simultaneously developing their own leadership skills.
In my experience, @Victoria Marsick with the Columbia Teachers College is the pioneer in Action Learning and has written a wonderful book on the topic: Understanding Action Learning. This is not as easily executed as it would seem to do it correctly. The real work comes in the review and learning of the actions taken and having candid review with everyone focused on the process, not their personal stakes in the process. Professor Marsick gives in-depth instruction on this process in the book. I’ve used this process to improve addiction recovery outcomes and to reduce violence in state corrections.
Action learning is an extraordinary tool for unraveling the complexities of executive problems, turning them into arenas of opportunity and triumph. It fosters a dynamic synergy of learning and action, cultivating a garden of practical solutions blossoming from the seeds of reflection and critical thinking. In this powerful symphony, diverse minds harmonize to compose innovative solutions, ensuring decisions radiate creativity and robustness. Feedback echoes the rhythm of improvement, fine-tuning strategies, and sculpting exemplary leaders. Harness the transformative prowess of action learning and unveil an epoch of unparalleled executive brilliance and mastery in problem-solving.
Action learning follows a simple but effective cycle: present, question, reflect, act, and review. Each set member takes turns to present their problem to the group, and then receives questions from the others. The questions are open-ended, probing, and supportive, and aim to help the presenter clarify the situation, explore different perspectives, and identify possible actions. The presenter then reflects on the questions and decides on the next steps. The cycle repeats until the problem is solved or the set disbands.
In my experience, action learning really works well if you have a leadership development program with a dedicated group of people. That way, they have regular built in touch points, and because they are solving real company issues, they are typically inherently motivated. I’ve also ensured that the most senior leadership has input into what the potential projects are - this way people working on the projects know how important their work is for the organization.
I find first teaching the group the skills of advocacy, inquiry and summary is key. As well I like to introduce the Ladder of Inference as a tool to ensure people are being mindful of the data they are selecting from the problem and what assumptions they are making. A facilitator is great on the first round, but doing a train the trainer to a tech lead -or other key player- is helpful to allow the solution to scale quickly in the future.
The key to action learning is a dedicated cohort of peers that is guided by an expert facilitator or coach. Often teams default to solving other's problems, which is less empowering than active curiosity and coaching. The combination of peer coaching in an active learning cohort is transformative.
The process is pretty straightforward, a group member presents a complex, real-world issue they are grappling with, and the group engages by asking open-ended, probing questions. This helps the presenter explore the problem from multiple angles. After a period of reflection, an action plan is developed, which is later reviewed for outcomes and learnings. It's an iterative process with two bites at the apple, one to actually solve the problem, and the other to foster a learning and coaching culture. This might sound a bit like the Six Thinking Hats method, where each 'hat' represents a different style of thinking. Action Learning is more problem-centric and emphasizes personal and group development.
Action learning is very effective especially when it is focused on facts and not opinion and a particular useful methodology is SCIPAB=Situation/Complication/Implication/Position/Action and Benefit I use SCIPAB in many situations and the beauty is it helps you succinctly drill down and solve problems with actionable steps and it lends itself well when presenting to leadership.
Action learning can help you solve your executive problems by providing you with a safe and supportive space to learn from your peers, experiment with new ideas, and receive honest feedback. You can use action learning to address issues such as strategic planning, organizational change, innovation, leadership development, and team performance. By participating in action learning, you can also enhance your critical thinking, communication, collaboration, and coaching skills.
Action Learning offers a robust framework for executives grappling with complex challenges. Its structured cycle: present, question, reflect, act, and review, provides a psychologically safe space for peer support and structured problem-solving. This is particularly beneficial for issues like, strategic planning, organizational change, and leadership development. And the iterative nature of action learning allows for real-time adaptation, which is crucial for navigating complexity and change.
It’s hard to see what’s really keeping you stuck on your own. The benefit of action learning is you have multiple perspectives to help you see things in a new light. I find that many executive problems lay within focusing on the wrong questions. Action learning helps us see where we are placing our focus and how our own mental models and assumptions might be getting in the way of the best solutions.
Action learning can offer many advantages for executive coaching, such as the ability to learn from real and relevant problems that matter to you and your organization. It also encourages a culture of continuous learning and improvement which can improve your performance and adaptability. Additionally, action learning can create a network of trusted peers who can provide support and challenge you in your professional growth. Furthermore, it can develop your self-awareness, emotional intelligence, and resilience which can help you manage stress and uncertainty. Ultimately, action learning allows you to take ownership of your learning and development to become a more effective leader.
I have seen the power of action learning manifest in the value that is added by peer engagement. It is critical that the process include both challenge and support behaviors that both hold the container of psychological bravery while also offering transparent and real-time inquiry that helps leader discover their own powerful solutions.
Integrating action learning into executive coaching sessions can be transformative for both the coach and the client. It allows the client to tackle real, pressing challenges in their role, providing a safe space for experimentation and feedback. The iterative cycle of presenting, questioning, reflecting, acting, and reviewing ensures that the client not only finds solutions but also hones critical soft skills like emotional intelligence and resilience. It's a two-fold benefit: solving immediate problems while fostering long-term leadership capabilities. It's also great for an agenda and can be more helpful than goal setting sometimes.
Action learning lets you prepare for reality in what real play rather than role play. You simply feel ready for reality - both you and your actions has by this gone through a reality check.
As an executive strategist facilitating senior leader/executive team retreats, I've seen the remarkable benefits of action learning. Here's why it's a game-changer: 1.Immediate Application: Action learning allows leaders to apply new insights and skills right away, bridging the gap between theory and practice. 2. Team Unity:Through tackling complex business challenges together, teams build trust, collaboration, and alignment, fostering a more harmonious and effective working environment. 3. Practical Collaboration: Provides a real-world platform for testing and implementing collaborative tools and strategies, enhancing decision-making and leadership. 4. **Guided Success:** A seasoned guide ensures structured and productive sessions.
There are many but one I’ll highlight is that using action learning can start to shift the cultural norms of your team, department, division or organization. When you embrace a learning agenda whereby learning for the sake of learning is valued it creates a safe place for people to start to work on the problems that will really make a difference. Action learning provides a nice structure to do this is safe, supportive ways.
Action learning can also pose some challenges for executive coaching, such as the need for time and commitment to meet regularly and follow the process. Openness and trust are also essential to share problems and feedback honestly and respectfully. Additionally, it involves uncertainty and ambiguity to deal with complex and adaptive problems that have no clear or easy solutions. Finally, courage and action are required to experiment with new ideas and implement them in your work.
Yes… all of these. Most people prefer low hanging fruit problems. Challenge- technical solution. But leadership challenges are often adaptive and require comfort with ambiguity. This is much harder to wrap our collective minds around. Action learning set requires a bit of tolerance for ambiguity and the discomfort that comes along with. Everyone has their own personal journey with this… so some will take to action learning faster than others.
If you are interested in starting an action learning set for executive coaching, there are several steps to take. Firstly, identify a real, urgent, and important problem that has no obvious or simple solution. Secondly, find a facilitator who is neutral, skilled, and experienced in action learning. Thirdly, recruit a diverse group of peers who are willing to join your set – the group should be small (4-8 members), cross-functional, and committed to learning and solving the problem. After that, agree on the ground rules, logistics, and expectations of your set. This includes confidentiality, respect, accountability, frequency, duration, location of meetings, goals, roles and responsibilities of your set. Finally, start your action learning sessions and follow the cycle of present, question, reflect, act and review. Be prepared to learn from each other and challenge each other in your problem-solving journey.
I suggest going for the higher end of membership (6-8) since scheduling is a problem for busy people. This will help reach the minimum of four for an effective dialogue where you can solicit diverse opinions.
Action Learning offers a structured approach to problem-solving and leadership development, but it's important to remember that we operate in a fast-paced, ever-changing environment. While the methodology has its merits, the essence lies in its spirit of continuous learning and adaptability. It's not about rigidly following a process; it's about effectively navigating complex challenges. So, while it's beneficial to understand the specifics of action learning, the ultimate goal should be to cultivate a holistic approach that is agile, adaptive, and aligned with the complex challenges that today's executives face.
The word "complex" is perhaps the most important aspect to consider here. Most people solve small problems, especially while being a part of any development program - be it a leadership development program or an entrepreneurial accelerator etc. The real challenge is to pick real-world complex challenges that bring the best out of the executives. Once a real problem with a real sponsor who is looking for a real solution is identified then whosoever is keen to work on it will be able to bring out the best within themselves so as to meaningfully contribute via action learning.
Consider using generative AI such as ChatGPT to help scope your situation. This is not to search for an AI generated solution but to help you ask the right questions for when you convene your learning group. Oftentimes, you do not know enough to know what you do not know and this will help fill in that knowledge gap so you will waste less time when together.