Optimizing the Power of Action Learning: Real-Time Strategies for Developing Leaders, Building Teams, and Transforming Organizations

by Michael J. Marquardt

Book Overview

Fully revised third edition now available Put the "action" in action learning with this revised second edition.

This revised second edition of the groundbreaking guidebook puts the action in Action Learning, clearly demonstrating how and why this powerful method for addressing today's increasingly complex organizational challenges actually works. From Saudi Arabia to Singapore, Sweden to South Africa, profiles of such Global...

• Format: Paperback
• Language: English
• ISBN: 1904838332
• ISBN13: 9781904838333
• Release Date: November 2011
• Publisher: Nicholas Brealey Publishing
• Length: 236 Pages
• Weight: 0.55 lbs.
• Dimensions: 0.8" x 6.0" x 8.9"

Customer Reviews

How to accelerate a critically important process

It is desirable but not imperative to have read Michael Marquardt's earlier work, Action Learning in Action, before reading this one. He defines action learning as "both a process and a powerful program that involves a small group of people solving real problems while at the same time focusing on what they are learning and how their learning can benefit each group member and the organization as a whole." The benefits of action learning include shared learning through all levels and areas of an organization, greater self-awareness and self-confidence for all involved because of their new insights and feedback interaction, improvement of their ability to ask better questions and to be more reflective, and improved communication and collaboration enterprise-wide. How do task forces and quality circles differ from action learning groups? First, [they] tend to focus on the specific problem of task to be addressed rather than on identifying the organization wide, environmental, systemic elements in which the problem resides, and which also be affected if lasting change is to take place...Second, [task forces and quality circles] generally do not have the power or the expectation of taking action...Third [they] are charged with addressing a problem or improving a product or procedure; any learning that occurs is incidental." Marquardt suggests that action learning programs are built around six interactive components: a problem, the group, the questioning and reflection process, the commitment to taking action, the commitment to learning, and the facilitator. It is important to add, a "commitment to action" includes both identifying a given problem's causes and correcting it, and, then ensuring that the problem does occur again. In this volume, Marquardt develops in much greater depth many of the core concepts introduced in his earlier book, Action Learning in Action, but focuses much greater attention on how to solve problems and build leaders in real time with next-generation tools and techniques to make action learning successful each and every time, in any organization. Those who have not read his earlier book will appreciate his review of the six critical components: the problem; group diversity (e.g. cross-functional teams); action strategies; individual, team, and organizational learning; the all-important involvement of a well-trained action learning coach; and step-by-step procedures for introducing, implementing, and sustaining action learning. In turn, many of those who have read the earlier book will also appreciate his review of the six critical components, both as a reminder and as a framework within which Marquardt refines his core concepts as well as introducing entirely new material such as the 20 best-practice examples of action learning in action. He also inserts a number of reader-friendly devices such as eight Tables and dozens of checklists which summarize key points in each of the eight chapters. These devices facilitate and

Uncover Leaders Who Develop Solutions

Michael J. Marquardt has developed a problem-solving tool. His process, which can be adapted by organizations of any size not only provides solutions but also builds leaders and teams. Marquardt, a professor of HRD and Program Direction of Overseas Programs at The George Washington University, is an expert in action learning. His process has six components. 1. A problem - It must be significant and urgent. 2. A group - The ideal group has between 4 and 8 diverse members. 3. Questions - Initially, team members are restricted to questions. This reflective inquiry period develops a thorough understanding of the problem. 4. Action - The group is authorized to implement their solution. 5. Learning - A commitment to the process is as important as the solution. 6. A coach - Someone is needed to keep the group focused. A key step is "action." Learning is meaningful only if some type of action is taken. Action generally involves four steps: 1. Understand and Redefine the Problem. This is often the most important step. 2. Articulate a Goal. 3. Develop and Test Strategies. 4. Take Action and Reflect on the Results. Marquardt includes a 12 step plan to introduce action learning to your organization. Properly implemented, it will accomplish three goals for your organization: 1. It will provide solutions to problems. 2. Develop leaders. 3. Build a problem-solving culture.

Action Learning for Executive Development

With this book, Marquardt has created the most exciting and practical model for executive development I have ever seen. Warren Bennis recently asked, poignantly, "Is there a future for leadership?" Marquardt is leading all management educators into the future of leadership. As director of an executive Master's program at American University, I am astonished at how powerful Marquardt's model is for developing "leaderly learners," in the magical phrase coined by Peter Vaill. Action learning is perfect for leaders who want to learn and learners who want to lead. Marquardt's chapter on the role of "action learning coach" is, by itself, worth a shelf of books of leadership. My executive participants are raving about how action learning has transformed their individual mindsets, allowing them to surface take-for-granted assumptions, as well as helped them begin to transform the culture or collective mindsets of their organizations.

The best guide for action learning practitioners

Overall, this book is invaluable in that it provides readers with great insight into the ¡°what,¡± ¡°why,¡± and ¡°how¡± of action learning. It explains key components and principles of action learning in great detail. In addition, the author explains how to apply the components and principles covered in this book by giving specific examples and procedures. The usefulness of this book is illustrated by the questions and checklists, which are very practical. I believe this book will surely serve as an action learning manual for HRD practitioners for years to come.

very freshing ideas

Having read most of his books, I find this particular one extremely focus on the impact of action learning on organisational and individual learning.The book is well written , easy to read and serves as a good reference materials for both those in the teaching and professional professions. It reinforces my understanding of what action learning is all about and how to maximise its potential to the fullest.I strongly encourage others to read it and I am confident that you would derive maximum satisfaction and learning.