Action Learning Orientation January 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. Intended Outcomes By 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. Action Learning Provides….. A supportive environment for practicing new forms of leadership Practice implies: Experimentation Navigation Stretching Learning Vulnerability Ioan SameliIoan Sameli

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. Action Learning Team Process 18 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 3 Meeting # 3—Between Sessions 2 and 3 Meeting #4—During Session 3 (June-2014) Meeting #5—Between Sessions 3 and 4 Meeting #6—During Session 4 (Jan-2015) Meeting #7—Between Sessions 4 and 5 Presentation of Results—During Session 5 (June-2015) NOTE: Team may schedule additional meetings as needed—you have budget for this

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. AL Team Deliverables March 15, 2014 Team Charter Due June 2014 (Session 3) Oral Update Report Sept. 4, 2014 Impact Statement Due Jan (Session 4) Oral Update Report June, 2015 (Session 5) Final Written Report and Presentation

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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)

©2011 Center for Creative Leadership. All Rights Reserved. Team Formation Process Subject Matter Experts (SMEs) will attend Jan 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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

©2011 Center for Creative Leadership. All Rights Reserved. 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???