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OPMT 4A

OPMT 4A. OPMT 4441. Action Learning. Dave Clason, Adriana Ng, Collin Guo and Neil Raj. Presentation Overview. Introduction Key Components Behind Action Learning Steps for Implementation When to Use This Methodology Strategies That Complement Benefits and Limitations Potential Pitfalls

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OPMT 4A

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  1. OPMT 4A OPMT 4441 Action Learning Dave Clason, Adriana Ng, Collin Guo and Neil Raj

  2. Presentation Overview • Introduction • Key Components Behind Action Learning • Steps for Implementation • When to Use This Methodology • Strategies That Complement • Benefits and Limitations • Potential Pitfalls • Examples of Successful Implementation • Example Exam Questions

  3. Intro to Action Learning

  4. Key Components Problem or Issue The problems are critical, not case study Group/ Learning Team 4-8 members come from different level Questions Finding the great question is the key task Action Taking action and working on the problems but not only make recommendation Learning Members must seek to learn as well as seek solutions Coach Assist and enable the group to capture and leverage its learning

  5. Steps for Implementation • Formation of group • Presentation of problem or task to group • Reframing the problem • Determining goals • Developing action strategies • Taking action • Capturing learning

  6. When to Use • Action learning is done in conjunction with others • Addressing Complex Challenges to determine the root cause • During periods of change by middle management allowing top management to focus on strategy • Improving cross-enterprise teamwork

  7. Strategies that Complement • Cross Functional Teams • Supportive Yet Challenging Environments

  8. Benefits • Learn by Doing • Builds leadership • Develop systems thinking, creativity and problem solving skills • Develops self confidence • Improves communication and networking • Fosters corporate cultures that can handle change • Supports Innovation

  9. Limitations • Need for multiple learning events • Design and content • Overwhelming process • Needs reflections and feedback • Good facilitators are needed • Runs the risk of poor follow up on project outcomes

  10. Potential Pitfalls • Uneven commitment • Poor sponsorship • Giving advice versus asking questions • A poor learning environment • Strong need to look good • Programmatic approach

  11. Examples of Successful Implementation

  12. Example Exam Questions 1. When Should Action Learning Be Used: • When addressing a complex challenge • To improve cross-enterprise teamwork • To increase strategic thinking 2. (True or false) In action learning, the solutions which are offered by the participants are the mainstays of working on and solving the problem. • False, questions and reflection by the members are the mainstays of working on a complex problem.

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