Showing posts with label organizational learning. Show all posts
Showing posts with label organizational learning. Show all posts

The Action Learning Guidebook: A Real-Time Strategy for Problem Solving Training Design, and Employee Development (Book & Diskette) Review

The Action Learning Guidebook: A Real-Time Strategy for Problem Solving Training Design, and Employee Development (Book and Diskette)
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"This book", writes W.Rothwell in his Introduction, "is a primer that serves a three-fold purpose. The first purpose is to show how Action Learning can be used as a real-time strategy for problem finding or problem solving. It can be valuable tool by which to tackle business problems and meet business needs. The second purpose is to show how Action Learning can be applied to training design. It is intended to stimulate the thinking of instructional designers about a new way to analyze needs, design and develop training, deliver training, and evaluate results. The third purpose is to show how Action Learning can be maximized to build intellectual capital and enhance human talent. In this sense, the book shows how team or group work can be become a means for developing people in its own right."
In this context, W.Rothwell :
* defines Action Learning, lists barriers that may prevent its application, and introduces a model of the Action Learning process.
* reviews occasions when applying Action Learning is and is not appropriate.
* focuses on who decides when Action Learning is appropriate, how decision makers recognize situations suitable for the use of Action Learning, and when a problem or improvement opportunity should be handed over to an Action Learning team.
* focuses on issues associated with recruiting, selecting, and orienting members of an Action Learning team.
* examines the team facilitator's role.
* focuses on the application of Action Learning as a means for identifying and solving problems or addressing other organizational issues.
* describes the application of Action Learning to training design.
* explains advantages and disadvantages of using an Action Learning team to design training.
* focuses on evaluating Action Learning efforts and on debriefing Action Learning teams and individuals who participated on those teams.
I highly recommend this invaluable study to all line managers, trainers and HR professionals.
(Reviewed by FreeImage HR Consulting / a division of T.B. FreeImage HR Group, Istanbul, Turkey)
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Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time Review

Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time
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Michael J. Marquardt has developed a problem-solving tool. His process, which can be adapted by organizations of any size not only provides solutions but also builds leaders and teams.
Marquardt, a professor of HRD and Program Direction of Overseas Programs at The George Washington University, is an expert in action learning. His process has six components.
1. A problem - It must be significant and urgent.
2. A group - The ideal group has between 4 and 8 diverse members.
3. Questions - Initially, team members are restricted to questions. This reflective inquiry period develops a thorough understanding of the problem.
4. Action - The group is authorized to implement their solution.
5. Learning - A commitment to the process is as important as the solution.
6. A coach - Someone is needed to keep the group focused.
A key step is "action." Learning is meaningful only if some type of action is taken. Action generally involves four steps:
1. Understand and Redefine the Problem. This is often the most important step.
2. Articulate a Goal.
3. Develop and Test Strategies.
4. Take Action and Reflect on the Results.
Marquardt includes a 12 step plan to introduce action learning to your organization. Properly implemented, it will accomplish three goals for your organization:
1. It will provide solutions to problems.
2. Develop leaders.
3. Build a problem-solving culture.

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