Action Learning, Knowledge Creation and Organisation Learning
Jeff Gold
Professor of Organization Learning
Leeds Business School, UK
We start with……………….
….a good story. Identify an example of really good work practice
1.What happened that made it rgwp? – write a sentence
2.How did rgwp happen and why? – write a paragraph
3.What are the implications of this rgwp for others in the company? – bullet point
Logico-Scientific v. Narrative
Knowledge in Organizations
Truth
Analysis, reason,
logic and proof
Theory, models
Decontextualise
and abstraction
Objective
Verisimilitude
Good story,
inspiring, aesthetics
and sense
Meaning
Contextual and
concrete
Personal, value-
laden
The conundrum of knowledge (knowing)-based organisations
Knowing-base
Organising
We continue with……….
….a difficult work problem, you are willing to share
a. What has been happening, what have you done, how have you felt? – two paragraphs
b. Conclude by writing two sentences that begin with the words…….. I believe that………….. I believe that………….
c. For one ‘I believe that….’, state some ‘evidence’ for it
Knowledge Creating
Experience
accumulation
articulation codification
Individual
Adapted from
Prencipe and
Tell (2001)
Pure personalise
Organisation Learning Landscape
Experience
accumulation
articulation codification
Individual
Group/T
eam
Adapted from
Prencipe and
Tell (2001)
Pure personalise
Organisation
Traditional Action Learning
Based on the work of Reg Revans
The Ecology of LEARNING
L > C
Learning must be equal to or exceed the
rate of change (Reg Revans)
The Learning Equation
L = P + Q
Learning is a combination of P (Programmed
Knowledge) & Q (Questioning Insight)
“In the varied topography of professional practice, there is a high, hard ground overlooking a swamp. On the high ground, manageable problems lend themselves to solution through the use of research-based theory and technique. In the swampy lowlands, problems are messy and confusing and incapable of technical solution. The irony of this situation is that the problems of the high ground tend to be relatively unimportant to individuals or to society at large, however great their technical interest may be, while in the swamp lie the problems of greatest human concern.”
Schön (1983)
Uncertainty
Equivocality
Wicked Issues
Tame Issues
Unknown
problem
Known
problem
Known
solution
Unknown
solution
Task Problem
solving
Solution
seeking a
problem
Complexity,
wicked, mess
The Learning Organization
• Create continuous learning opportunities (CL) • Promote inquiry and dialogue (DI) • Encourage collaboration and team learning (TL) • Establish systems to capture and share learning (ES) • Empower people toward a collective vision (EP) • Connect the organization to its environment (SC) • Provide strategic leadership for learning (SL)
Based on Watkins and Marsick, 2003
New Idea
Try Out Reflect and Share
Real Experience
LEVEL 1: IMPLEMENTING Learning to do Things Well
Real Experience
Reflect and Share
Try Out
New Idea (from within)
LEVEL 2: IMPROVING Learning to do Things Better
Linking Action Learning to Organisation Learning
Through Action Learning Research
The PROBLEM
CORPORATE GOVERNANCE: SYSTEM BY WHICH ENTERPRISE ACTIVITY IS DIRECTED & CONTROLLED
AND CONFLICTING INTERESTS MANAGED
TNIs (WORLD BANK) PROMOTE WESTERN SYSTEM IN NIGERIA
NIGERIAN FIRMS AWARE OF TNI PRINCIPLES BUT DO NOT PRACTICE
The QUESTION:
TO WHAT EXTENT CAN TNI THEORETICAL REQUIREMENTS BE RECONCILED WITH CORPORATE GOVERNANCE PRACTICE IN NIGERIA
AIM: TO MAKE TNI MODEL MORE RELEVANT IN CONTEXT OF NIGERIA
IMPORTANT FOR: LOWER COSTS, FDI & MITIGATING CONTAGION
METHODLOLOGY
• PROBLEM OF ACCESS TO ‘BLACK BOX’ OF BOARD ROOM
• Action Learning Research • Group of Directors in an action learning set • Working on improving corporate governance • Willing to share finding • Methodology to develop model
FINDINGS OF AL SET and a MODEL EMERGES
Positive Action Learning (PAL)
Based on Appreciative Inquiry
AI Meaning
• Explores ideas about what people say is valuable in what they do
• Builds on the ideas
• Appreciates the positive rather than problems
• Uses stories of the positive to persuade others to change
Assumptions
• In every organisation, something works
• Focus on what is working, provides new possibilities
• Positive stories have influence
• Positive stories help create a positive future
• Telling positive stories, creates new realities
The AI Cycle
Discovery
Dreaming
Designing
Delivery
Set Up
Based on our definition of the problem:
a. Who in the business has a stake in this?
b. What are their objectives?
c. What are their criteria for the value of any inquiry and the outputs that emerge?
Building Dreams
1. Read the findings....note what is interesting 2. Generate codes: Code interesting features of the findings in a systematic fashion across the entire data set 3. Develop themes: Collate codes into potential themes
4. Review themes – are they linked? What is interesting? What is useful? 5. What is desired?
The AI Cycle
Discovery
Dreaming
Designing
Destiny (Delivery)
Positive Action Learning (PAL)
• Company B, a UK-based but US-owned design and production company
• 2008 - production fell by around 15% and there were redundancies of around 15%.
• Re-direction of the organisation would also require a shift in culture, even as staff were being made redundant.
From PAL…..
Champion Group – 5
AI +AL
From PAL…..to PALS
Champion Group – 5
AI +AL
Group 1 – 4
AI +AL
Group 2 – 4
AI +AL
Group 3 – 4
AI +AL
Group 4 – 4
AI +AL
Group 5 – 4
AI +AL
Group 4.1 – 4 AI +AL Group
4.2 – 4 AI +AL
Group 4.3 – 4 AI +AL
Group 4.4 – 4 AI +AL
Group 4.5 – 4 AI +AL
Movement against the baseline – 0 - 10 Scale
Strategy We have a 1 year strategy focused on AOP delivery: we don’t see a year 2 and 3 plan There is a lack of ongoing communication: update/ where are we winning Politics influences the strategy delivery and we aren’t waking the talk Visibility Lack of clear visibility of the leadership team (walking the talk, being aligned, listening and being seen together) Lack of a clear detailed vision/plan for year 1/2/3 with outcomes , actions and timings Lack of engagement of all to really believe in the future Communication We don’t have a common understanding of what the true issues are There is no honest and open regular update on business performance with sufficient detail for people to take action We aren’t energising people around what they can/ need to do
5.8
5.6
5.4
4.0
4.0
5.6
5.0
5.4
4.6
Action Modes of Research - completed in the context of practice which results in knowledge that is useful through its application = LEARNING
Action Research - knowledge generation that is based on a collaborative problem-solving relationship between researcher and client
Action Learning Research -a group setting that seeks to generate learning across multiple levels, from individuals to systems, arising from engagement in the solution of real-time (not simulated) work problems
Action science - work-based intervention for helping learners increase their effectiveness in social situations through heightened awareness of their action and interaction assumptions
Appreciative Inquiry (AI) - focus on the positive capabilities of people and organizations and building on such capabilities
Cultural-Historical Activity Theory: research on activity as a unit of analysis that is analyzable in its contextuality and is specific to human beings by being culturally mediated and dynamic
Cooperative Inquiry- participants engage in self-critical examination in the presence of a group, which iinvites spontaneous inquiry into its own patterns allowing the generating of ideas and designing and managing projects.
Soft Systems Methodology- a learning based inquiry to make improvements using systems models and thinking
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