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Action Learning
By Mike Beitler, Sat Dec 10th

For centuries companies have used on-the-job training (OJT). OJTworks because it follows much of what we know about adultlearning theory. For example, we know:

1. Adults learn best when new learning can be appliedimmediately. 2. Much of classroom “learning” is lost because itdoes not transfer back to the job.

Action learning is a two-part method to maximize learning andproductivity by maximizing OJT. Action learning involves teamsof organizational members working on real organizationalprojects and problems. The team members’ work is alsoaccompanied by regular (and spontaneous) facilitator-ledreflection and discussion meetings.

Action learning projects have led to new product launches,acquisitions and divestitures, and large-scale organizationalchanges. In addition to extensive and measurable productivity,there are significant learning benefits from these actionlearning projects. The benefits include:

* exposure to other parts of the organization, * development ofemotional intelligence (EI), * learning the political realitiesof the organization, and * being able to showcase skills tosenior management.

Obviously, action learning projects require serious seniormanagement commitment. Senior management buy-in includes notonly contribution to choosing projects and participants, butalso a commitment to evaluating and implementing projects.

Not every organizational project is an appropriate actionlearning project. Many projects ...

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... have severe time constraintsthat would not allow sufficient time for reflection anddiscussion for the project team. Some projects are notstrategically important enough to justify the investment oforganizational resources (time, people, and money).

The facilitator for the action learning project must be atrained facilitator. To maximize the learning in an actionlearning project, the coach or facilitator must know how toextract learning from the team’s work. Learning goals must beidentified early in the project. Provoking critical thinking,reflection, creative thinking, and self-awareness is the job ofthe facilitator.

Action learning is one of many organizational learningstrategies. Action learning must be used in alignment with theother organizational learning programs, such as individualcoaching. For example, many coaching discussion topics can bebased on the real-time learning that takes place in an actionlearning project.

Obviously, action learning projects (like any otherorganizational learning methods) are not a cure-all for everylearning need. But, the productivity and learning benefits ofaction learning should be considered by every organization.

For more information of action learning projects read Dierck andSaslow’s May 2005 Chief Learning Officer article entitled“Action Learning in Management Development Programs.”

About the author:Dr. Mike Beitler is the author of "Strategic OrganizationalLearning." Get a free 7-part mini-course about organizationallearning and learn more about the book athttp://www.strategic-organizational-learning.com/

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