Download What is Action Learning? - Executive Nurse Fellows

Action Learning Orientation
January 14, 2013
ENF Program Goal
To create a cadre of nursing leaders with
enhanced leadership capacity who drive
improvements in:
• population health;
• access, cost, and quality of
American health care systems; and
• the identification and formation of
future health professionals
©2011 Center for Creative Leadership. All Rights Reserved.
What is Action Learning?
• A guided, integrative, real-time process that
simultaneously addresses strategic or systemic
challenges and develops individual and team capacity
• A major initiative that can transform individuals,
organizations, communities, and systems.
• A versatile organizational or systemic capability that, once
developed, can be applied to achieve a wide range of
goals
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning Success Factors
• Selecting challenges of real consequence
• Pursuing both strategic and learning goals that are
directly related to organization, community, or
systemic needs.
• Staying committed to the process amidst
unexpected obstacles (the discipline factor)
• Remaining open to change and new ideas
• Shared accountability
• Multi-month, multi-stage process
• Allows for just-in-time application of learning
©2011 Center for Creative Leadership. All Rights Reserved.
Intended Outcomes
By the end of the Action Learning Process,
you will be able to:
• Seek and use feedback for improved
leadership impact
• Utilize strategic thinking and influencing skills
• Develop and use more effective group and
team processes to improve team
performance and outcomes
• Engage effectively in collaborative
relationships and work using boundary
spanning leadership
©2011 Center for Creative Leadership. All Rights Reserved.
Intended Outcomes
• Increase your respect for diverse points of view
and diverse leadership styles
• Realize your power as change agents in the
health and healthcare system
• Navigate conflict more effectively
• Develop skills for creating common vision
• Actively and intentionally reflect on and learn
from experiences through application to realworld health challenges
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning Provides…..
A supportive environment for practicing new forms of
leadership
• Practice implies:
• Experimentation
• Navigation
• Stretching
• Learning
• Mindset shifts
http://www.flickr.com/photos/biwook/142043738/sizes/m/in/photostream/by Ioan Sameli
©2011 Center for Creative Leadership. All Rights Reserved.
Principle #1: What we know
Most learning happens:
•
•
•
•
at work—managers learn by managing
unintentionally and could be improved
through thinking not doing
by passing on the theories and secrets
of yesterday ... but since we have
permanent change … what about today
and tomorrow?
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning = P + Q
Programmed learning:
• Curriculum based
Questioning:
• Why do it that way?
• What do you think about this?
• What If new possibilités
©2011 Center for Creative Leadership. All Rights Reserved.
Principle # 2: What We Know
• Learning is increased when we ask questions
• Learning is intensified when we reflect on what
we have done
• We learn by questioning the assumptions that we
hold
• We learn from feedback from others and from the
results of our actions
• We learn from new perspectives
©2011 Center for Creative Leadership. All Rights Reserved.
Principle # 3: What We Know
Learning & effectiveness are enhanced by:
• Our experiences and sharing them with others
• Being open to the challenge of colleagues and
listening to alternative solutions
• Being listened to in a
non-judgmental
atmosphere
• Having more choices
about the way forward
• Reviewing the outcome
of actions and sharing the lessons learned
©2011 Center for Creative Leadership. All Rights Reserved.
The Questioning and
Reflection Process
• Focuses on right questions rather than
right answers
• Underscores the benefits of naïve
questions
• Raises questions to clarify the exact nature of
the problem:
• Getting people to think
• Challenging assumptions
• Exploring why people act the way they do
©2011 Center for Creative Leadership. All Rights Reserved.
Barriers to Action Learning
• Not enough time
• Lack of commitment to and trust of the
process
• Team members’ behaviors
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Contributors to Success
• Team norms
• Develop productive and effective
relationships
• Appreciate the context
• Set stretch goals
• Learn how to learn
• Innovate through small experiments
• Focus on team process as well as outcomes
• Conflict is normal; learn how to manage it
©2011 Center for Creative Leadership. All Rights Reserved.
Practical Issues
•
•
•
•
Sharing leadership
Determine how often you will meet
Determine how long
Document advances in learning as well as
the project itself
• Draw on team members’ expertise
• Leverage and expand members’ social
networks
• Use the assessment data for understanding
and learning
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning Coach Role
• Help you understand the action learning process
• Help you “reflect” and “ask questions” --arrive at a
problem worth solving and a list of actions to take
• Provide your team with resources, tools, or ideas
for working together
• Help you create a method for
effectively applying new knowledge
to your real life challenge
• Give feedback on the written reports
• Support team sponsors
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning Coach Role
The Coach is not:
• Meeting convener
• Meeting facilitator
• Team leader
• An individual coach
to team members
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning Team Process
18 months – January 2013 to June 2014
Seven Prescribed Meetings with Team:
Meeting #1—During Session 2 (Jan-2013)
Meeting #2—Between Sessions 2 and 3
Meeting # 3—Between Sessions 2 and 3
Meeting #4—During Session 3 (June-2013)
Meeting #5—Between Sessions 3 and 4
Meeting #6—During Session 4
Meeting #7 - Between Sessions 4 and 5
Presentation of Results—During Session 5
NOTE: Team may schedule additional meetings as needed—
you have budget for this
©2011 Center for Creative Leadership. All Rights Reserved.
Team Sponsor Role
• Provide input & endorse the selected team project
• Demonstrate public commitment to the team goals
and actions
• Serve as liaison to the community or
system being targeted; including
access to other leaders or resources
• Provide content expertise and a
big picture systems view of the
health or health care issue
• Communicate and advocate the
importance of the project to other
stakeholders as necessary
©2011 Center for Creative Leadership. All Rights Reserved.
Team Sponsor Role
• Act as a sounding board, motivator and
cheerleader for the team.
• Recognize accomplishments of the team
• Team Sponsors are NOT expected to be present
at each team meeting, nor are
they expected to be the team
leader or a working team member
• Sponsors will attend Session 3
and Session 5
©2011 Center for Creative Leadership. All Rights Reserved.
Selection of the Team Sponsor
• The team will be responsible for selecting
their team sponsor once their project has
been determined
• Sponsors will be selected prior to
Session 3
• ENF staff are available to help with
this selection as needed
©2011 Center for Creative Leadership. All Rights Reserved.
Role of Team Members
• Share personal learning styles and personal
goals with teammates, as comfortable
• Schedule and convene team meetings—
including those that include either the AL
Coach and/or the AL Team Sponsor
• Develop a plan for how team meetings will be
facilitated and how learning will occur
• Negotiate expectations and roles with both
the Action Learning Coach and the Team
Sponsor
©2011 Center for Creative Leadership. All Rights Reserved.
Role of Team Members
• Provide both the AL Coach and Team Sponsor
with drafts of written reports and updates by
required due dates
• Provide feedback to the ENF Program Staff
regarding the Action Learning process as
requested or needed to assure team needs are
being met
• Meet program deadlines for project deliverables
©2011 Center for Creative Leadership. All Rights Reserved.
AL Team Deliverables
March 15, 2013
June 2013 (Session 3)
Sept. 4, 2013
Jan. 2014 (Session 4)
June, 2014 (Session 5)
©2011 Center for Creative Leadership. All Rights Reserved.
Team Charter Due
Oral Update Report
Impact Statement Due
Oral Update Report
Final Written Report
and Presentation
Criteria for Selecting an
Appropriate AL Project:
• Focuses on an opportunity, challenge or concern that is
relevant to each participant’s interest and experience.
• Is within the team’s sphere of responsibility
and does not compromise similar efforts
already underway
• Provides an opportunity for each participant
to build or strengthen at least one personal
leadership skill
• Requires outreach to other healthcare leaders
or partners
• Requires leadership to be successfully
implemented
©2011 Center for Creative Leadership. All Rights Reserved.
Criteria for Selecting an
Appropriate AL Project:
• Focuses on a problem or challenge that is complex
in nature without one obvious solution
• Has support from each participant’s organization
and from the team’s sponsor
• Will likely progress at a rate which will
allow the participants time to build skills
and acquire new knowledge
• Will be completed even if the
implementation and follow up must
continue past the time of the ENF
program
©2011 Center for Creative Leadership. All Rights Reserved.
Team Formation Process
• Subject Matter Experts (SMEs) will attend Jan.
2013 session to present on four RWJF priority
areas
• Topic areas include:
– Quality/Equality – Joanne Disch
– Building Human Capital –Bev Malone and Karen
Drenkard
– Vulnerable Populations – Angela McBride & Michael
Evans
– Public Health/Primary Care – Joanne Pohl
©2011 Center for Creative Leadership. All Rights Reserved.
Team Formation Process
• After each SME presentation, table groups will
surface possible project ideas to be shared with
the large group
• Modified open space will be utilized to facilitate
team formation
• The first AL team meeting will be held with the
team on the afternoon of Day Two
©2011 Center for Creative Leadership. All Rights Reserved.
Team Formation Criteria
• Minimum of 5; maximum of 6 people per team
• Select a project/theme for which you have
passion (primary importance)
• Select a project/theme that will help your
organization, your profession or impact a
significant healthcare issue (secondary
importance)
• Consider the objectives for the Action Learning
process itself
• There will be 3 or 4 different teams
©2011 Center for Creative Leadership. All Rights Reserved.
Action Learning Roles
• Sponsors – each team will select their
own sponsor once the teams have formed
• Linda Cronenwett – Chief Resource
Officer – will be available for troubleshooting and resource assistance as
needed
• Action Learning Coaching Coordinator
(Nancy)
©2011 Center for Creative Leadership. All Rights Reserved.
Final Thoughts/Questions
• Bring a MEMENTO to Session 2 –a
physical object/photo that symbolizes a
powerful learning experience you have
had
• Questions???
©2011 Center for Creative Leadership. All Rights Reserved.