action learning orientation january 9, 2014. ©2011 center for creative leadership. all rights...

Action Learning OrientationJanuary 9, 2014

©2011 Center for Creative Leadership. All Rights Reserved.

ENF Program Goal

To create a cadre of nursing leaders with enhanced leadership capacity who drive improvements in:

• population health;• access, cost, and quality of

American health care systems; and • the identification and formation of

future health professionals


Why Action Learning?• To provide an opportunity to practice

engaging in large scale change initiatives that have national or field-level implications

• To equip you with the boundary-spanning skills needed to do more of this work in your career

• To practice the processes and tools needed for this kind of collaborative work


What is Action Learning?

• A guided, integrative, real-time process that simultaneously addresses strategic or systemic challenges and develops individual and team capacity

• A major initiative that can transform individuals, organizations, communities, and systems.

• A versatile organizational or systemic capability that, once developed, can be applied to achieve a wide range of goals


Action Learning Success Factors

• Selecting challenges of real consequence• Pursuing both strategic and learning goals that are

directly related to organization, community, or systemic needs.

• Staying committed to the process amidst unexpected obstacles (the discipline factor)

• Remaining open to change and new ideas• Shared accountability• Multi-month, multi-stage process • Allows for just-in-time application of learning


Intended OutcomesBy the end of the Action Learning Process, you

will be able to:• Seek and use feedback for improved

leadership impact • Utilize strategic thinking and influencing skills • Develop and use more effective group and

team processes to improve team performance and outcomes

• Engage effectively in collaborative relationships and work using boundary spanning leadership


Intended Outcomes

• Increase your respect for diverse points of view and diverse leadership styles

• Realize your power as change agents in the health and healthcare system

• Navigate conflict more effectively• Develop skills for creating common vision • Actively and intentionally reflect on and learn

from experiences through application to real-world health challenges


Action Learning Provides…..

A supportive environment for practicing new forms of leadership

Practice implies:• Experimentation• Navigation• Stretching• Learning• Vulnerability

http://www.flickr.com/photos/biwook/142043738/sizes/m/in/photostream/by Ioan Sameli


Principle #1: What we know

Most learning happens:

• At work—managers learn by managing• Unintentionally, and could be improved • Through experience• By passing on the theories and secrets

of yesterday; while remaining open to the lessons of today


Principle # 2: What We Know

• Learning is increased when we ask questions• Learning is intensified when we reflect on what

we have done• We learn by questioning the assumptions that we

make• We learn from feedback from others and from the

results of our actions• We learn from new perspectives


Principle # 3: What We Know

Learning & effectiveness are enhanced by:• Our experiences and sharing them with others• Being open to the challenge of colleagues and

listening to alternative solutions• Being listened to in a non-judgmental atmosphere• Having more choices about the way forward• Reviewing the outcome of actions and sharing the lessons learned


The Questioning and Reflection Process

• Focuses on right questions rather than right answers• Underscores the benefits of naïve questions• Raises questions to clarify the exact nature of

the problem:• Getting people to think• Challenging assumptions• Exploring why people act the way they do


Barriers to Success in Action Learning

• Not enough time • Lack of commitment to and trust of the

process• Team members’ behaviors• Avoiding conflict• Fear of giving and receiving feedback• Inability to be vulnerable and open to

personal growth


Contributors to Success

• Team norms• Develop productive and effective

relationships• Appreciate the context• Set stretch goals• Learn how to learn• Innovate through small experiments• Focus on team process as well as outcomes• Conflict is normal; learn how to manage it


Practical Issues

• Sharing leadership is hard work• Determine how often you will meet• Determine how long you will meet• Document advances in learning as well as the

project itself (e.g. journaling, meeting notes)• Draw on team members’ expertise• Leverage and expand members’ networks• Use the assessment data for increased

understanding and personal & team learning


Action Learning Coach Role• Help you understand the action learning process• Help you “reflect” and “ask questions” --arrive at a

problem worth solving and a list of actions to take• Provide your team with resources, tools, or ideas

for working together• Help you create a method for effectively applying new knowledge to your real life challenge• Give feedback on the written reports• Support team sponsors


Action Learning Coach Role

The Coach is not:• Meeting convener• Meeting facilitator• Team leader• An individual coach

to team members*

*NOTE: You have the opportunity to continue working with your executive coach during the Action Learning process by using your Fellowship funds


Action Learning Team Process18 months – January 2014 to June 2015

Seven Prescribed Face-Face Meetings with Team:Meeting #1—During Session 2 (Jan-2014)Meeting #2—Between Sessions 2 and 3Meeting # 3—Between Sessions 2 and 3Meeting #4—During Session 3 (June-2014)Meeting #5—Between Sessions 3 and 4Meeting #6—During Session 4 (Jan-2015)Meeting #7—Between Sessions 4 and 5Presentation of Results—During Session 5 (June-2015)

NOTE: Team may schedule additional meetings as needed—you have budget for this


Team Sponsor Role• Provide input & endorse the selected team project• Demonstrate public commitment to the team goals

and actions as needed• Serve as liaison to the community or system being targeted; including access to other leaders or resources• Provide content expertise and a big picture systems view of the health or health care issue• Communicate and advocate the importance of the project to other stakeholders as necessary


Team Sponsor Role• Review deliverables and provide feedback to the

team• Act as a sounding board, motivator and

cheerleader for the team.• Recognize accomplishments of the team• Team Sponsors are NOT expected

to be present at each team meeting, nor are they expected to be the team

leader or a working team member• Sponsors may attend Session 3 and

Session 5


Selection of the Team Sponsor

• The team will be responsible for selecting a team sponsor once their project focus has been determined

• Sponsors should be selected prior to Session 3• ENF staff are available to help with this selection as needed


Role of Team Members

• Share personal learning styles and personal goals with teammates

• Schedule and convene team meetings—including those that include either the AL Coach and/or the AL Team Sponsor

• Develop a plan for how team meetings will be facilitated and how learning will occur

• Negotiate expectations and roles with both the Action Learning Coach and the Team Sponsor


Role of Team Members

• Provide both the AL Coach and Team Sponsor with drafts of written reports and updates by required due dates

• Provide feedback to the ENF Program Staff regarding the Action Learning process as requested or needed to assure team needs are being met

• Meet program deadlines for project deliverables


AL Team Deliverables

March 15, 2014 Team Charter Due

June 2014 (Session 3) Oral Update Report

Sept. 4, 2014 Impact Statement Due

Jan. 2015 (Session 4) Oral Update Report

June, 2015 (Session 5) Final Written Report and Presentation


Criteria for Selecting an Appropriate AL Project:

• Focuses on an opportunity, challenge or concern that is relevant to each participant’s interest and experience.

• Is within the team’s sphere of responsibility and does not compromise similar efforts already underway• Provides an opportunity for each participant to build or strengthen at least one personal leadership skill• Requires outreach to other healthcare leaders or partners• Requires leadership to be successfully implemented


Criteria for Selecting an Appropriate AL Project:

• Focuses on a problem or challenge that is complex in nature without one obvious solution

• Has support from each participant’s organization and from the team’s sponsor

• Will likely progress at a rate which will allow the participants time to build skills and acquire new knowledge• Will be completed even if the implementation and follow up must continue past the time of the ENF program


Other ENF Project Examples• Change the model for Nurse Practitioner Education to

better meet demand

• Changing the way we understand and serve under-served populations in health & healthcare

• Implementing a pilot program for relational coordination within a children’s hospital

• Raising awareness & providing tools to create a respectful nursing culture (anti-bullying)


Team Formation Process

• Subject Matter Experts (SMEs) will attend Jan. 2014 session to present on four RWJF priority areas

• Topic areas include:– Quality/Equality – Pat Montoya and Judy Murphy– Building Human Capital – Peter Buerhaus and Shirley

Chater– Underserved Populations – Cheri Rinehart– Public Health – Sue Birch


Team Formation Process

• After each SME presentation, table groups will surface possible project ideas to be shared with the large group

• Modified open space will be utilized to facilitate team formation

• The first AL team meeting will be held with the team on the afternoon of Day Two


Team Formation Criteria

• Minimum of 5; maximum of 7 people per team• Select a project/theme for which you have

passion (primary importance)• Select a project/theme that will help your

organization, your profession or impact a significant healthcare issue (secondary importance)

• Consider the objectives for the Action Learning process itself

• There must be at least 3 teams; maximum of 4 different teams


Action Learning Roles

• Sponsors – each team will select their own sponsor once the teams have formed

• Linda Cronenwett – Chief Resource Officer – will be available for trouble-shooting and resource assistance as needed

• Nancy Probst—Action Learning Coaching Coordinator


Final Thoughts/Questions

• Bring a MEMENTO to Session 2 –a physical object/photo that represents a time/situation where YOU experienced a significant PERSONAL learning that has impacted you either personally and/or professionally.

• Questions???

action learning orientation january 9, 2014. ©2011 center for creative leadership. all rights...

Documents

creative leadership

action learning process

leadership2011 center

enhanced leadership

improved leadership

learning goals

knowmost learning

wide range of goals2011