Inquiry and feedback: using action learning for transformational change

The Authors

Diane L. Dunton, President, Potential Released Consulting Services, Windham, Maine, USA.

Abstract

Purpose – The purpose of this paper is to share with business professionals a method for solving problems using action learning and inquiry. The outcome will be uncovering the root problem, build teams and leaders and transform how the organization addresses problems.

Design/methology/approach – The paper describes action learning, explains the process used and presents three examples of groups that have used the action learning technique.

Findings – In using action learning to focus on the real problem, organizations can be more effective, build teams and create change. Meetings are more productive, leaders emerge and results are achieved.

Practical implications – This is an approach that can be used with any size organization or group to address problems. Extensive training is not required. Once the concept is understood, the technique can be used throughout as a way to build teams and how change is viewed and problems are solved.

Originality/value – The paper provides a problem-solving method using action learning and inquiry.

Article Type:

Case study

Keyword(s):

Action learning; Change management; Transformational leadership; Team working; Leaders.

Journal:

Strategic Direction

Volume:

40

Number:

2

Year:

2008

pp:

109-111

Copyright ©

Emerald Group Publishing Limited

ISSN:

0258-0543

Introduction

Problems and challenges are part of every business today and facing these can be a catalyst for growth and change. How organizations bring people together and solve problems is often times ineffective. People are brought together for a meeting. The problem is talked about, preliminary solutions are presented and people go back to their offices complaining that another meeting was held that took them away from their tasks at hand. Meetings tend to be long, non-productive and often end without defined action. People in organizations leave frustrated and the problem is still there.

Action learning and using inquiry as a means to ask the right questions can be a sustainable method to get at the root issues in real time of any problem. Action learning promotes team building, builds leaders and creates opportunity for dialogue in a productive manner.

Technique

Action Learning with inquiry is a way to drill down by asking tough questions, look at facts in a non-judgmental way and be thorough in the process. Organizations that use action learning break out of the normal mode of advising and judging. Employees develop a clear understanding of each other and develop systems thinking. Most people usually ask questions that are fast paced, advise others what to do or give our opinions. Sometimes we even end up talking about ourselves, not the issue. Action learning with inquiry focuses on the individual that is presenting the problem or challenge and creates an opportunity for curiosity from the participants in the room.

For example, when we first hear of a problem, we bring to the table our perspective and experience. After listening, we often jump in with “I had that once and this is what I did,” or “Have you tried … ” or “Here's what I think you should do.” This does not prove beneficial for the person presenting the problem as the true issue may not be on the table. Action learning asks questions that drill down, “What is most important about this,” “What is keeping you up at night,” or “Let me state what I think you said,” followed by, “Is that correct?”

The process takes discipline to change the organization from meetings that do not get to the real issue to provoking thought and creating action from clarifying the real issue. The process is simple. Participants are asked to come to a meeting prepared to listen and assist with an organizational issue. One person will present the issue, others will ask questions and one person will be identified as a Coach. The Coach serves as a facilitator to pause the work and ask how the dialogue is progressing. The Coach asks the participants to reflect on their questions as to effectiveness. The participants asking questions, only ask questions. They do not respond with statements or offer solutions. The Coach will monitor progress, stop and pause the group, assist the group with asking better questions until the root issue of the problem is revealed.

Action learning is based on the fact that people have the capacity to solve major issues and learn. Time often serves as a barrier in not allowing groups to address the real issue in real time with real results. People operate with their own agenda, bringing their experience, knowledge and opinions to the room. Action Learning can provide opportunities to strengthen teams and groups and allow participants to learn from each other.

Action learning in practice

Diverse groups and organizations have used action learning. One group that I worked with was an engineering group. This group was having a problem with influencing others to implement their recommendations. The engineers were process and task oriented. As I began working with them, I realized that the real issue was not being stated. They were blaming the operators. As we began to drill down with questions using action learning and inquiry, the real issue unfolded. The issue was one of fear of systems breaking down and customers being dissatisfied. Taken further, business results were at risk. The group moved from blaming the operators to the root issue of fear and then they could begin to look at solutions. The result ended being one of working as partners with the operators versus being adversaries.

Another group I worked with was a group of human resource professionals responsible for employee morale. The group was exhausted, complaining about the pace of the organization and had asked me to come in and facilitate a session using action learning. Human resource professionals are used to asking questions. Questions are a regular part of their job. I asked two people to speak to the “pace and exhaustion” issue that they were presenting. The room was set so that the two speaking were faced by three others, the inquirers, who began asking questions. The rest of the group was observers to the process. I served as the coach. The process began and within a very short time one of the participants, through the types of questions being asked, shared that she was concerned about her credibility and at the end of the day was taking her work home which was affecting her family. Once the root issue was identified, solutions, including shifting her work load and providing other support to her, was discussed. In the past, she felt that no one was really listening to her and that the burden was on her.

A third situation that I will share was with an acquisition. The president of the company in an action-learning format began expressing his concern that the new parent company would distance customers, ultimately losing them and business. As the inquirers began asking questions, the issue that surfaced was the fear that the customers, many of whom the president knew, would be treated as a number and that the values would be disregarded. These values were what the president had built his company on for years. After identifying the issue we were able to create a strategy for the president to talk to the new owners about what he hoped would be preserved from his business.

Summary

Action learning takes discipline. Organizations can change if action learning is used as the template for problem solving. Participants learn from each other, root issues are identified, leaders emerge, systems thinking is developed and people emerge with real results to real issues in real time. Frustration, blaming and personal agendas are suspended. The results are unimaginable!

About the author

Diane L. Dunton, President of Potential Released Consulting Services, has over 25 years of business and human resource experience. She designs and implements development programs and strategies in organizations to meet business demands and individual needs. She works with organizations by teaching methods for sustainable growth and change. Diane's programs are published in the American Society for Training and Development's organizational development sourcebooks. Diane can be contacted at: ddunton@potentialreleased.com