1. 11 th Annual High Performance Manufacturing Conference Solving Complex Problems Using a Team Approach Colleen Carruthers The T-R Group Inc. Partner & Action Learning Coach

2. “ 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

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

4. Today’s Agenda TimingContent 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?

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. Action Learning: How It Works

13. 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

14. 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

15. 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

16. Action Learning Cycle Problem Owner Introduces the Problem/Challenge Get Clarity on the Problem Suggest Solutions Problem Owner’s Commitment to Action Coach Leads Team in Reflecting on Learning Start over

17. 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 1.A puzzle is a difficulty in which a single, right answer does exist; it can be solved by experts 2.A problem has no existing solution; there is no single solution; it requires different perspectives

18. 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

19. 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

20. 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

21. Describe Important/Urgent Issue 1.Could you take 2-3 minutes to tell us what you would like the team to help you with?

22. Ask Clarifying Questions – Round 1 1.Thank you, now who has the first question?

23. 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?

24. 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?

25. 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?

26. 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?

27. 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?

28. 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?

29. 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?

30. Questions?

31. Thank You for Attending! You can reach me at: Colleen Carruthers, www.trgroup.on.ca.www.trgroup.on.ca