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    A.L. Exercise Overivew BSMM8510-F-23 (10%)

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    Puja Chakraborty
    This document outlines an action learning exercise for a leadership development course. It includes slides on what action learning is, common approaches to leadership development and their impact, the origins of action learning, definitions, and examples of companies that use business-driven action learning. It notes roles and responsibilities for a coach-facilitator, problem presenter, and question askers. Finally, it lists the seven levels of learning that participants should reflect on after their action learning session.

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    A.L. Exercise Overivew BSMM8510-F-23 (10%)

    Uploaded by

    Puja Chakraborty
    5 views10 pages
    This document outlines an action learning exercise for a leadership development course. It includes slides on what action learning is, common approaches to leadership development and their impact, the origins of action learning, definitions, and examples of companies that use business-driven action learning. It notes roles and responsibilities for a coach-facilitator, problem presenter, and question askers. Finally, it lists the seven levels of learning that participants should reflect on after their action learning session.

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    1. A.L. Exercise Overivew BSMM8510-F-23 (10%)

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    This document outlines an action learning exercise for a leadership development course. It includes slides on what action learning is, common approaches to leadership development and their impact, the origins of action learning, definitions, and examples of companies that use business-driven action learning. It notes roles and responsibilities for a coach-facilitator, problem presenter, and question askers. Finally, it lists the seven levels of learning that participants should reflect on after their action learning session.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    5 views10 pages

    A.L. Exercise Overivew BSMM8510-F-23 (10%)

    Uploaded by

    Puja Chakraborty
    This document outlines an action learning exercise for a leadership development course. It includes slides on what action learning is, common approaches to leadership development and their impact, the origins of action learning, definitions, and examples of companies that use business-driven action learning. It notes roles and responsibilities for a coach-facilitator, problem presenter, and question askers. Finally, it lists the seven levels of learning that participants should reflect on after their action learning session.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 10

    Action Learning Exercise (5%)

    Slide # 02 What is Action Learning…


    Slide #03 Leadership Development approaches in order of priority and impact
    Slide #04 Background on Reg Revans Innovator of Action Learning
    Slide #05: Definitions Around the Practice of Action Learning
    Slide #06: Basic Definition of Business Drive Action Learning BDAL
    Slide #07: Sample of a few companies that practice BDAL
    Slide #08: NOTE to review Brightspace Notifications for Coach-Facilitator, Problem
    Presenter and Question-Asker Roles & Responsibilities
    Slide #09: Brief statement on Coach-Facilitator’s Roles & Responsibilities & Exercise
    Deadline (See Brightspace Notifications for full description)
    Slide #10: Seven Levels of Learning
    WHAT IS ACTION LEARNING?
    • ‘Action learning is one of those blissfully simple,
    commonsensical ideas which has consistently
    been derided for being just that. While the
    essence of action learning is very simple, it is
    deceptively so.’
    Strategic Leadership Development
    Approaches in Order of Priority & Impact
    • Action Learning
    • Cross Functional Rotations
    • 360-degree Feedback
    • Exposure to Senior Executives
    • External Coaching
    • Global Rotations
    • Exposure to Strategic Agenda
    • Formal Mentoring
    • Internal Case Studies
    • Executive MBA
    • Accelerated Promotion
    • Conferences
    Reg Revans Innovator of Action Learning
    Reg Revans ‘classic’ or ‘traditionalist’ school started in the 1940s
    • Found predominantly in British world among medium-sized firms &
    government agencies (healthcare, education
    • Only voluntary sets (teams) of managers learning from one another
    developing L= P + Q
    • Focus on the individual and lower to middle management—in general
    Definitions Around the Practice of Action Learning =
    Programmed Knowledge + Asking Questions + Reflection
    • REG REVAN’S PREMISES:
    • ‘There can be no learning without action and no (sober and deliberate) action
    without learning.’
    Organizations & individuals cannot develop & flourish unless their rate of learning
    (L) is equal to, or greater than, the rate of change (C) being experienced:
    • Learning is composed of 2 elements:
    • Traditional instruction or Programmed knowledge (P) Critical Reflection or
    Questioning insight (Q) + (R)
    • The Learning equation is therefore: L = P + Q + R
    Business Driven Action Learning
    •Practiced by global corporations

    •Focuses on integrating individual and organizational learning with


    business results

    •Integrates individual leadership development, team, organizational &


    outside/in learning

    •Next Slide identifies a few companies that develop strategies and in


    tandem with developing leadership competencies through the process
    of Action Learning
    See Attachments in Brightspace
    Announcements
    • Review Seven Levels of Learning Attachment

    • Action Learning Script (all participations must read before


    your session starts)

    • Roles & Responsibilities of the Coach Facilitator/ Problem


    Presenter/Enablers [Question Askers x 3].

    • 7 Levels of Learning
    The Coach-Facilitator will be responsible for facilitating the
    Action Learning Session, explicitly following the Action
    Learning Set Script.

    The Coach Facilitator is responsible for sending the Coach-


    Facilitator, Problem Presenter, and Question Askers’ brief
    reports collated all within one electronic file folder to
    Professor Cohen’s Email No Later Than Tuesday, March 7,
    2023, 12:59 p.m.
    Seven (7) levels of learning (Always dig deeper!)
    What Did We Learn from Our Time Together

    1. What did I/we learn about the external environment?


    2. What did I/we learn about my organization and the business challenge?
    3. What did I/we learn about team effectiveness?
    4. What did I learn about myself?
    5. What did I learn about how I learn?
    6. What did I/we learn that I can apply after the learning session?
    7. Who else needs to know about this learning? With whom do I/we share this learning?

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