11th Annual High Performance Manufacturing

Conference

Solving Complex ProblemsUsing a Team Approach

Colleen Carruthers The T-R Group Inc.

Partner & Action Learning Coach

“If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than 5 minutes.”

Albert Einstein

“The mark of a person is in the questions they pose, not just the statements they make.”

- Reg Revans

Today’s Agenda

Timing Content

2:00 p.m Welcome & Introductions Today’s Objectives…

2:05 p.m.

Action Learning is…Action Learning Benefits…Action Learning Applications and Users…How Action Learning Works …

2:10 p.m. Live Action Learning Sets

3:10 p.m. Questions?

Today’s Objectives

Identify the six essential components in action learning

Determine how action learning develops leadership skills through solving ‘real’ problems

Differentiate action learning from other leadership development programs

Action Learning Is…

“A process that involves a small group working on real problems, taking action, and learning while doing.

Michael Marquardt, Action Learning in Action

Action Learning Is…

A process that creates dynamic opportunities for individuals, teams, leaders and organizations to successfully adapt, learn, and innovate.

Two formats:

Single problem - multiple sessions

Multiple problems – single sessions

What Are The Benefits?

• Provides Powerful Method for Solving Complex Problems

• Promotes 21st Century Leadership Mindsets, Competencies & Behaviors

• Fosters Peer Coaching & Team Building

• Accelerates Organizational Learning & Adaptability

What Are Some Applications?

• Manufacturing problems

• Leadership development programs

• Complex organizational challenges, planning & decisions

• Individual leadership development & challenges

• Senior management team planning

• High-potential programs

• Sales team performance

• Organizational change and strategic planning

• Cross-departmental collaboration

• Industry associations, lobby groups

• Senior leaders think tanks

Some International Users…

• N.Y.C. Transit

• Novartis

• Target

• Sony

• GE

• UN-Habitat in Nairobi

• Siemens

• Caterpillar

• Duetsche Bank

• AT&T

• Microsoft

• National Semiconductor

• Boeing

• Humana Insurance

Some Canadian A.L. Users…

• Manulife Financial/John Hancock

• School for Social Entrepreneurs Ontario

• Loyalist College – Post Grad Human Resources Program

• St. Clair College – International Business Program

• Fleming College – Peak Leadership Program

Action Learning: How It Works

Six Action Learning Elements

1. A real challenge or opportunity as the problem

2. Diverse group of 4-8 committed people

3. Use of reflective questioning and listening

4. Commitment & accountability for action

5. Focus and commitment to learning

6. Action Learning Coach

Action Learning Roles & Skills

The A.L. Coach

• Aims to maximize the learning for all group members through the application of the action learning model.

• Establishes and maintains an environment that is safe for all participants to be involved but challenging enough for learning to occur.

The Problem Owner

• Describes challenge/issue and reflect on and answer questions

The Team Members

• Listen deeply, pause, allow silence and ask questions

• Ask helpful questions that are open-ended, succinct, focused on the problem owner and their issue, and are non-judgmental

• Avoid providing advice, asking closed-end questions, why questions and leading questions

Powerful Questions

• Help to clarify meaning

• Probe deeper

• Challenge assumptions

• Provoke creativity and curiosity

• Are open-ended

• Consider scope

• Invite reflection

• Expand possibilities

• Help to move toward action

• Stimulate reflection

• Connect ideas

• Focus attention

Action Learning Cycle

Problem Owner Introduces the Problem/Challenge

Get Clarity on the Problem

Suggest Solutions

Problem Owner’sCommitment to Action

Coach Leads Team in Reflecting on Learning

Start over

The Problem

Criteria for a problem

1. It’s truly owned/championed by the problem owner

2. It’s a problem not a puzzle

3. It’s compelling (and ideally urgent)

Problem vs. Puzzle

4. A puzzle is a difficulty in which a single, right answer does exist; it can be solved by experts

5. A problem has no existing solution; there is no single solution; it requires different perspectives

Action Learning Ground Rules

1. You can only make a statement in response to a question

2. You can pose questions to anyone in the group

3. You stop whenever the Action Learning Coach intervenes

The Process

Everyone selects leadership competency to focus on for session

Problem owner describes important/urgent issue to the group

Members ask clarifying questions about the challenge

Coach asks members to rate how they are doing as a team, what are they doing well, how can they improve the team’s performance

Coach checks with team members around whether they have the REAL problem. Continues until agreement – more questions

Coach moves group to solution phase

Problem owner commits to an action step

Team debrief: individual, team and organization

Build Leadership Capacity

1. Identify one leadership competency, skill or behaviour you wish to focus on and improve during this session

2. Share your competency and identify what your team members need to be watching for

3. Capture competencies on flipchart with behaviours identified

Describe Important/Urgent Issue

1. Could you take 2-3 minutes to tell us what you would like the team to help you with?

Ask Clarifying Questions – Round 1

1. Thank you, now who has the first question?

Rate Team Performance – Round 1

1. OK, we have been working for 8 minutes. How do you feel you are doing as a team so far – on a scale of 1-10 (1=poorly, 10 = great)?

2. What is the team doing well that is contributing to better performance?

3. How can the team’s performance be improved?

4. How can the quality of the questions be improved?

Define Problem Statement – Round 1

1. Individually, please take a moment and write down the problem.

2. Have each person read his/her problem statement (include the problem owner who goes last).

3. Do you have agreement? Yes, no, close?

Ask Clarifying Questions – Round 2

1. In another 8 minutes we will ask the problem owner what actions he/she is going to take as a result of this session. I will give a 3 minute warning. So who has the next question?

Develop Solutions

1. When consensus is reached, we move to the solution phase. Who has the first question to help the problem owner develop solutions?

2. As the problem presenter, are there any questions you would like to ask your team members?

3. 3. In another 8 minutes I will be asking what actions the problem owner will take as a result of this session. So, who has the next question?

Commit to Action

1. What actions are you going to take as a result of this session?

2. When will you be able to provide the group with a report back on your progress?

3. Were you helped? How?

Individual Learning

1. Let’s explore how each of you did on your leadership competency, skill, learning opportunity? How do you think you did? Examples?

2. How do the rest of you think xxx did regarding his/her personal learning goal?

3. What was the most valuable thing you learned during this session related to your leadership competency?

Team & Organizational Learning

1. What did you do best as a team?

2. What will the team do differently next time?

3. What did you learn about how to improve a team’s ability to solve problems or reach high performance?

4. What did you learn that you could apply to your lives/organization?

Questions?

Thank You for Attending!

You can reach me at:

Colleen Carruthers, www.trgroup.on.ca.