|
We run taster days inside organisations and if you are interested and have questions or would like to find out more, please email Eve on goals@eve-turner.com with your contact number and she will call you back.
NB. Terms and conditions apply - see booking form available from Hannah on admin@coachange.co.uk
What are Guided Open Action Learning Sets?
Action Learning is a way for people to reflect on their own and others’ work experiences, to learn from them and then apply the learning to future work. It is a proven method for developing skills over time and has been used for many development areas, including Leadership, Management, Teamwork, Relationship Building, Coaching and Sales.
An Action Learning Set is a small group of about 6 people that meets (usually monthly) to work together on their development. Each individual identifies the particular skill or sometimes area of knowledge that they wish to develop, which becomes a ‘learning project’. Each session has a core section where members take a turn to reflect on their work with the group through a questioning and listening process. Learning comes from the group interaction around, for example, a tactical issue, a sticky situation, or a relationship that needs some work. Each individual should come away with a clear set of actions to implement back at work.
An Open Action Learning Set is one where the group is made up from people from different organisations and sectors who bring different experiences. This makes for rich learning opportunities and cross fertilisation of ideas from a wide source. Organisations need this to help their managers to open up their thinking, to help their leaders become broader more effective and independent.
A Guided Open Action Learning Set is one that has a facilitator for the initial period (usually 6 sessions) to help the set form strongly and to ensure that the group understands deeply what action learning is about and how each individual can help the others to achieve their learning objectives. This is particularly important at the outset, where set members who have not experienced action learning before will want a ‘training’ element about the core method, what is required of members, some skills practice sessions and help to contract.
We use the concept of ‘Day Zero’ as a taster to allow people to come and learn about GOALS and get to know the people before committing to be a part of a group. At the close of Day Zero, those who want to go ahead form as a set and come away with a contract for how they want to work.
Typically, this is 6 people who commit to 6 sessions, meeting once a month with a facilitator to help them. The facilitator will ask members to consider the rules that they want to operate within the group, such as confidentiality, listening, not talking over others and being respectful.
The facilitator will look after the process during these initial sessions, help participants to improve their Action Learning, Communication and Team Working skills and will also suggest different ways of working from experience that will help the group. A set may decide after the 6 sessions to re-contract with or without their facilitator. They may invite their facilitator to join them on occasions, or they may decide that they have got what they needed from GOALS and finish.
To give you a flavour of what it may be like, here is an example based on real issues from action learning sets. There are many action learning methods: this is one example adopting a “Solutions Focus” approach. Each person takes a turn in putting their issue for discussion. The other participants ask questions and may make suggestions. 45 to 75 minutes is normally allowed for each person depending on how many people want to bring an issue that day.
| Stage 1 |
The participant outlines the issue and what they hope to gain through their work with the group - what their aim(s) are. |
“I am struggling to get my boss to listen to my suggestions on new ways of doing things. I would like some ideas for other strategies that might work with the aim of him listening to me more and allowing me to lead a new project.” |
| Stage 2 |
Exploring the issue including clarifying it, finding what ’s been tried out. Lots of what/how questions such as: |
The issue holder is asked questions to help them flesh out their perfect solution: “What have you tried so far? In the past what tactics work best with this boss? How do you know when your boss is engaged? What do you think might be stopping your boss from trying new things?” |
| Stage 3 |
Solution focus: Finding the issue holder’s perfect solution (known as the “future perfect”) and exploring what would be different. |
“What would be different in your perfect world? How would you know you had reached your ideal solution? If this was all resolved, how would you feel? What would that change?” |
| Stage 4 |
Scaling: Asking the person where they are now on a scale of 1 to 10 where 10 is the ideal solution and 1 is where things are as bad as they could be! Exploring potential steps. |
Asking questions to explore the participant’s current place on the scale, and what small steps they could take to move up ½ or 1 point: “What have you done which your boss responded to? What have you noticed others do which might work for you? What have you done in other situations that has been helpful?” |
| Stage 5 |
Affirming:Group members take it in turn to offer (or pass) the issue holder positive feedback on the strengths and resources they have seen. They then invite the issue holder to reflect on what has happened and summarise where they are. |
Group members may make comments like “I was very impressed by the number of ideas you had around supporting your boss and seeing his perspective on the situation;” “I like the energy you brought to the discussion;” “I found your approach really engaging;” Then move to “I wonder where you feel you are right now? “What do you see as your current position? What do you now feel is within your power to achieve.” |
| Stage 6 |
Action: First the participants offer ideas about the actions the issue holder could take to help the issue holder move ½ a point or a point up the scale. After listening the issue holder then describes the next steps they will take. |
“I think your approach of showing your boss that you understand the pressure he is under and asking if there is anything you can do to support him is a good one.” “You described how your boss seems to support people who write short papers of less than a page and I think your idea of doing this about your latest idea is a good one.” The issue holder: “I think I will write a short paper on the latest idea, seek a meeting with my boss, and ask him how I can help on this big contract we have.” |
| Stage 7 |
Review: This is done by both the participants and the issue holder. |
All the group members evaluate the process, what they learned and what they found helpful. They also revisit the issue at the next meeting to find out how the issue holder got on. |
Frequently Asked Questions
In a recent action learning session, one group, who call themselves "The Alchemists", discussed the breadth of return on investment of action learning. The conversation was made particularly poignant by the current climate. This page and the next, shared with permission are a distillation of thought around 2 points:
- The questions and anxieties people have when joining an action learning group
- The real benefits brought by being a part of one for a period of time.
Concern |
Comment from experience |
Takes time that could be used for something else |
It is worth it on balance – see the benefits below |
Other people might think it’s a waste of time |
Show them the benefits section below & discuss |
I might not have an issue to bring every time |
With an open mind, you learn from other people’s slots |
I might not know what I should work on |
Sometimes an issue emerges during a session |
Don’t want to expose / talk about myself |
Often how people feel early on in a group. As the |
People might think I’m silly |
group ‘contracts’, gets to know each other and ‘gels’, |
|
trust is generated, people feel more comfortable |
What I say might get back to my boss |
Early on it can feel that you are taking a risk with |
Can’t trust the group that you are with |
confidentiality, but with time trust and loyalty grows |
I’ll be taken apart and might not be put back together |
Your facilitator will take care to moderate the pace so that both challenge and comfort are possible |
Do I have to cry?! |
Sometimes deep issues are discussed, which can be |
|
an emotional process and can yield great learning |
I might not be in control. |
You can choose to ask the group to stop / change tack |
I’d be in competition with others |
It may or may not be a free choice about who to be in |
I might not measure up |
a group with. Try to go in with an open mind – |
I don’t want others to know my hand |
Frequently our assumptions about others and about |
|
the effect of self-disclosure are mistaken |
It could be seen as self-indulgent / navel gazing |
It is productive and therefore worthwhile, as long |
Reflecting is frustrating and difficult |
as you open your mind, then act on your reflections |
I don’t really know what I will have to do |
Talk to the facilitator who can put you in touch with someone who as experienced action learning |
Difficult to quantify whether it will be worthwhile until have tried it |
All groups are different, but identifying what you want to get from it will help you to contract well |
Lack of tangible benefit, especially immediately |
The effect is strongly cumulative – you need to commit |
|
to try it for 5 or 6 sessions before real payback |
Not sure if my issue is ‘real enough’ |
Just saying it aloud to the group will help you to decide and see things in perspective |
If I focus on it, it might be blown up out of proportion |
If you feel this is happening, say so, and ask the group to help you |
Others will prescribe answers that don’t really fit that I might feel bound to
Others can’t understand my issue |
You are in control. Say you want to explore the fit of the actions before the close of the session, allocate time to this
Different perspectives can help you better understand |
Shared with permission from The Alchemists © 2009
What are the benefits of Facilitated Open Action Learning Sets?
Problem Solving
You get coaching – you benefit from a variety of styles and perspectives
Challenges your assumptions and the generalisations that you make
Helps you to understand how you can influence group dynamics – you can try different things and then transfer what works back into teams
Support
Supportive group affirmation and holding to account
Loyalty to the group, commitment to self and group creates effortless pull to achieve your development points
Chance to experience the cumulative benefit of strong relationships - becomes increasingly safe and productive the more you work together.
Helps your clarity around your identity, your strengths, what makes you happy at work.
You get feedback in an environment where you can work with it
Skills development: Practice ground for:
Your coaching skills
Leading – through the different ways that you intervene in the group
Interpersonal skills
Interacting in a group
Improving listening and questioning skills
Confidence building / risk-reducing
Applying self awareness themes: reflection on personality / preferences / natural style – gives you more choices.
Avoids the full risk of creativity – you can try out ideas, rehearse something, practise different way of doing something and get feedback from others
Builds confidence to go out and do something that is more challenging
Personal development
Time and space to reflect on things that have passed and grasp what went past very fast
Consolidation of learning from what you are working on
Cumulative development – a discipline that the group helps you to maintain
You become less self-deceiving, more responsible for your actions. Empowering, practice in the group gives you more control.
Middle managers can regain their power to take action and make good decisions (despite uncertainty) that are usually seen to be taken elsewhere in the hierarchy. This sets a good example for their teams
All these benefits from a monthly session!
© 2009 Eve Turner and Lorenza Clifford.
General Facilitation Our team is involved in a range of facilitation activities. This can range from simply facilitating on the day based on a programme that someone else has developed. In this situation we will come into your organisation, go over the details with you and then prepare for the day on your instructions. Alternatively we can also take your brief for an event, then draw up a programme with your input and approval including bringing in speakers and then run it on the day. |
