The Power of Experiential Learning in Executive Development

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The Power of Experiential Learning in Executive Development A Formicio Point of View

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Transcript of The Power of Experiential Learning in Executive Development

Page 1: The Power of Experiential Learning in Executive Development

The Power of Experiential Learning in Executive Development

A Formicio Point of View

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Describe your most powerful learning experience

Think about your most powerful learning experience, one where you felt you’d really grown as a result.

Note down: The context? What did you learn? How did it feel at the time? What was the learning process? Could you have achieved the same

learning outcomes another way?

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Very few people – particularly senior executives – cite formal training as their most powerful learning experience

Very few people give: their time at university a conference they attended a training courseas powerful learning experiences.

In the vast majority of cases people refer to a time when they faced a really challenging situation, one that took them out of their comfort zone and stretched them both intellectually and emotionally. This was a learning experience.

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“I hear and I forget,I see and I remember,

I do and I understand.”Confucius, 551-479 BC

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Experiential learning can be orchestrated by putting people in a different context – one that they find challenging

When people find themselves in a new context – for example a new job or assignment – they often find that the competencies they have developed and used over many years fall short and new ones need to be developed quickly.

It’s the experiences that the new context can create that leads to learning.

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Learning only occurs when people are out of

their comfort zone.

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Three of the most powerful context shifts for experiential learning...

When people:1. Take up a new role or assignment –

particularly when it is a stretch compared with what they have done in the past.

2. Have shared experiences with colleagues – particularly when developing a new organisational capability or solving a specific problem.

3. Collaborate with peers in other organisations – particularly when exploring a specific issue that is of importance to their organisation.

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“For the things we have to learn before we can do them, we learn by

doing them.”Aristotle, 384-322 BC

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Three principles for effective experiential learning

1. Guided – the learner is guided through the learning experiences in a way that maximises learning.

2. Adaptive – the learning process is not defined in detail at the outset but adapts to what is being learned and how, whilst at all times keeping sight of the target outcomes.

3. Anchored – in an organisational need. At all times the learner is motivated to improve their organisation through what they learn and apply.

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Features of the three most powerful context shifts for experiential learning...

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A challenging appointment: That is a stretch Builds on existing

competencies Requires new

competencies to be successful

Supported by a mentor

GuidedAdaptiveAnchored

New role or

assignment

Colla

bora

te w

ith p

eers

in o

ther

org

anisa

tions

Shared experiences with colleagues

An exploration with peers: Focused on understanding

a specific topic or issue Involving 8 to 10

organisations Comprising briefings,

meetings, research and virtual discussions

Time-boxed

A learning journey with colleagues: Focused on developing an organisational capability to solve a specific problem Involving 8 to 10 people Comprising a blend of briefings, action learning, study tours, discussions and

experiential visits Lasting several months to allow for experimentation and reflection

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In experiential learning the guide has a unique role to play

An experienced learning guide: Asks questions, not only to draw individual

answers, but also to encourage fundamental insight into the issue at hand.

Regularly reviews what has been learnt and adjusts the learning accordingly.

Ensures that the learner is actively involved in the experience.

Helps the learner spend time reflecting on the experience.

Helps the learner use analytical skills to conceptualise the experience.

Helps the learner use the new ideas gained from the experience.

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“I know that I am intelligent, because I

know that I know nothing.”

Socrates, 469-399 BC

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Conditions for learning success

The learner must: Be willing to move out of their comfort

zone. Be willing to be actively involved in the

experience. Be able and have time to reflect on

the experience. Possess and use analytical skills to

conceptualise the experience. Possess decision-making and problem-

solving skills in order to use the new ideas gained from the experience.

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“People are much more likely to act their way

into a new way of thinking, than think their way into a new

way of acting.”Richard Pascale, 1938-

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Our point of view on learning revisited

1. People – particularly senior executives – learn most when facing a really challenging situation, one that takes them out of their comfort zone and stretches them both intellectually and emotionally.

2. Learning experiences can be orchestrated by putting people in a new context that they find challenging.

3. Three of the most powerful context shifts for experiential learning are: when people are appointed to a new job/assignment; when people have shared experiences with colleagues; when people collaborate with peers in other organisations.

4. Learning experiences need to be guided, adaptive and anchored.

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We hope you found our point of view helpful

We encourage you and your leadership colleagues to develop a shared point of view on the best approach to experiential learning for your organisation.

It will take time and you won’t all agree at the outset, but it will be of great value in the longer term.

The Formicio Team

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We are thought partners and advisers to business and technology leaders around the world. We help our clients make informed choices, build capability and deliver sustained business change.

Through a combination of learning and consulting we help our clients: Build innovation and organisational capability. Succeed with the most complex transformation programmes. Transform IT organisations to meet the challenges ahead.

This is an Insight Presentation by Formicio

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For further information contact...

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David [email protected]

+44 (0)20 7917 2993www.formicio.com