For centuries companies have used on-the-job training (OJT). OJT
works because it follows much of what we know about adult
learning theory. For example, we know:
1. Adults learn best when new learning can be applied
immediately. 2. Much of classroom “learning” is lost because it
does not transfer back to the job.
Action learning is a two-part method to maximize learning and
productivity by maximizing OJT. Action learning involves teams
of organizational members working on real organizational
projects and problems. The team members’ work is also
accompanied by regular (and spontaneous) facilitator-led
reflection and discussion meetings.
Action learning projects have led to new product launches,
acquisitions and divestitures, and large-scale organizational
changes. In addition to extensive and measurable productivity,
there are significant learning benefits from these action
learning projects. The benefits include:
* exposure to other parts of the organization, * development of
emotional intelligence (EI), * learning the political realities
of the organization, and * being able to showcase skills to
senior management.
Obviously, action learning projects require serious senior
management commitment. Senior management buy-in includes not
only contribution to choosing projects and participants, but
also a commitment to evaluating and implementing projects.
Not every organizational project is an appropriate action
learning project. Many projects have severe time constraints
that would not allow sufficient time for reflection and
discussion for the project team. Some projects are not
strategically important enough to justify the investment of
organizational resources (time, people, and money).
The facilitator for the action learning project must be a
trained facilitator. To maximize the learning in an action
learning project, the coach or facilitator must know how to
extract learning from the team’s work. Learning goals must be
identified early in the project. Provoking critical thinking,
reflection, creative thinking, and self-awareness is the job of
the facilitator.
Action learning is one of many organizational learning
strategies. Action learning must be used in alignment with the
other organizational learning programs, such as individual
coaching. For example, many coaching discussion topics can be
based on the real-time learning that takes place in an action
learning project.
Obviously, action learning projects (like any other
organizational learning methods) are not a cure-all for every
learning need. But, the productivity and learning benefits of
action learning should be considered by every organization.
For more information of action learning projects read Dierck and
Saslow’s May 2005 Chief Learning Officer article entitled
“Action Learning in Management Development Programs.”
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