For More Information: Waterline Consulting, www.waterlineconsulting.com
Purpose:
To develop the practices that advance organizational strategy in the midst of complexity by developing essential skills for thinking creatively,coaching through questioning,and finding leverage points for action.
Outcomes:
• Increased ability to accomplish strategic change
• Improved cross-functional teamwork
• More strategic and focused leadership
• Ability to address complex challenges
When to Use:
• Changes in strategy require new leadership behaviors
• Teams are undertaking long,complex projects
• Cross-functional teamwork needs strengthening
• Strategic thinking is needed throughout the organization
When Not to Use:
• For refining established processes,roles,and structures
• When the right people are not on the team
• For doing basic problem solving
• Cannot commit to meet over the length of the cycle
Number of Participants:
• Peer Coaching group:3–10 people
• Team Learning groups:3–30 people
Types of Participants:
• Peers from different functional areas
• Leadership teams
• Professionals with similar work
• Intact teams responsible for strategic change
Typical Duration:
• Orientation:4–16 hours
• Sessions:Over 6–12 months
• Follow-up:Optional custom design
Brief Example:
Canadian Tire,one of Canada’s most shopped retailers,used Action Learning to create culture change in its IT organization.Ninety-one percent of participants said it increased cross-functional teamwork and broke down silos.The IT organization became more performance oriented and aligned to business priorities.
Historical Context:
The Quakers have used a similar method (Clearness Committee) for more than 400 years. Reginald Revans pioneered Action Learning groups with organizations beginning in the 1940s.
 Action Learning |
