Action Learning - The Proven Developer
This post was written by Jacob McNulty
I just realized that I tend to favor topics around learning in my posts when in my role I focus just as much on development. For us at Orbital RPM we see learning and development as related but distinct. Development is about changing mindsets and behaviors while learning is giving people access to the information they need to perform.
Years ago I was a ‘Leadership Development Consultant’ with a national consulting firm. Our services offered to clients were basically workshops on various topics and our flagship ‘Leadership Institute.’
Once a month, the Leadership Institute hosted approximately 35 leaders for a 5-day retreat in the mountains of Colorado. The participants that attended were usually very high-level and accomplished in their roles. It was not uncommon for their expressions and body-language on Day 1 to be screaming, “You can’t change me.”
By the end of Day 5 it was often these initial nay-sayers that were crying in the closing circle about how powerful the week was for them. After conducting countless follow-ups with participants when they returned to their role, though, it was apparent to me that their first reaction was accurate - we didn’t change them.
This is not a reflection on the design of the Leadership Institute. I really do believe it was a powerful event for participants. The problem was that it was just an event. Without a process to sustain the learning, most new concepts will dissipate within a few days or maybe even weeks if the person was really moved.
Enter the concept of action learning. Developed by Reg Revans back in the 1940’s, Action Learning begins with exposing participants to some fundamental concepts (as the Leadership Institute did) but that is just the beginning of a process. Small groups of cross-functional participants are then charged with solving issues in their own organization. As the workgroups go through the process of their assigned issue, a coach is present to ask questions and guide them back to the concepts they learned in the initial workshop or event. It is through this process of application and reflection that the concepts in the intial workshop are embedded in participants.
General Electric uses action learning extensively at it’s famed Crotonville but why hasn’t it caught on to the masses? I still see companies that take people on rafts, ropes and racecars in an attempt at leadership development. I advise clients to see these activities as what they are…fun. Nothing wrong with that but don’t expect people to come back a better leader.
Where I believe there is value in these fun activities is as the kick-off to an action learning project. It congeals participants and lets them get to know each other before embarking on their problem-solving and personal growth journey.
Don’t have the money for this much fun? No problem. Any group activity will do. A conservation expert in Leadville, CO I met over the weekend told me that companies are starting to send groups to him that tackle a restoration project for a couple days. It’s win-win because CO is that much more beautiful, the participants get the feeling of accomplishment and they’re tighter as a group. The perfect ingredients to tackle a project back at the office.
If you’re in the market for a development program, do your homework. The term ‘action learning’ has become diluted in much of the marketing literature that makes its way to my desk. It seems that if an activity involves physical movement of any kind, someone will label it action learning. Know what you’re buying - if it’s conducted all in a classroom and is over in a few days, there may be lots of action but expect little learning.
Tags: Action learning, business training, corporate training, development, leadership development, learning, learning strategies, organizational learning, professional development, workforce development