Praxis Management Ltd.

Action Learning Networks

The core activity of an Action Learning Network is the dialogue between participants. This will be supplemented by business exercises and guided reading to ensure two very important functions; namely relevance and active learning.
Relevance

To ensure relevance, Business Exercises (see below) will be used to clarify what is actually going on in organisations and what the real learning needs are of the participants. Guided reading will be used to engage people in the active process of acquiring new knowledge.
Active Learning

Care will be taken to maximise the opportunity to generate synergy between the Action Learning Network and current work programmes. Participants will bring information about their own work and undertake business exercises that will influence the learning agenda of the Network. Then what is learnt will influence work 'back at the mill'. What happens in the Action Learning Network will dovetail with what is happening at work. This will sharpen motivation, improve relevance and encourage knowledge and skill retention.
First Session

This will be a little different from subsequent sessions. It will have the following objectives:

* Establish good communication within the Network.
* Identify Learning Objectives (see below)
* Introduce Paradigm Shifting and creative thinking
* Introduce Group-coaching techniques.
* Consider evaluation measures.

Learning Objectives

Without prejudging the outcome of the first session one would expect to see specific learning objectives falling under the general areas of:

* leadership
* strategy
* change management
* continuous improvement
* staff management or coaching

It is important that the Network itself establishes and prioritise their own learning objectives for it is around these issues that the future of the programme is built.
Subsequent day programmes will follow a pattern:

1. A Subject of Focus: Presentation by a participant on one of the key learning objectives informed from guided reading. (Alternatively the Facilitator or outside speaker may lead the session)
2. A Dialogue on the application of these ideas:
3. Firstly to a case study environment.
4. Secondly to participants own work environment.
5. The group coaching to each Network member on the application for these ideas to their own challenges and each person will leave with an agenda for action for which the Network will hold them accountable at the next session.

Business Exercises

Specific exercises will be selected at a later date in accordance with the time available and the needs of the Network. Below is a selection of ideas. This is not an exhaustive list. It will be added to and edited as the process develops and is presented here to help understand the process in general:

* Peer coaching
* New Leadership Models (Fritts)
* Strategic plan analysis.
* Paradigm Shifting
* Upward feedback
* Personal Development planning.
* Job security as an agent for change.
* Just in time Training
* SWOT analysis.
* Value based analysis.

Identify Learning Objectives

In the first session we will start the processes of identifying learning objectives. This may involve further exercises away from the ALS and should be dynamic; responding to changes within the organisation and to business environment.

* Review individual objectives to find out if there are knowledge or skill barriers to their achievement.
* Conduct an upward appraisal to gather the views of your staff.
* Discuss with the ALS current learning targets and future ambitions.
* Do the dream job search and identify gaps in your own skills specification.

Guided Reading

Short pieces of selected text from some of the following authors may be expected:

Armstrong, Handy, Covey, Porter, Prahalad, Hamel, Hammer, Goldratt, Senge, Bennis, Kotter, Naisbitt, Thurow, Tofler, Heller, Landsberg, Whitmore, Fritts, Drucker, Moss Kanter, Peters.

The texts will be limited in length, but will be planned to introduce practising managers to the revolution in business theory, which may encourage an interest in further reading.
Evaluation

In the first session evaluation measures will be discussed. We can monitor process and/or outcomes. The evaluation process will be tailored to the learning objectives of the Network.
Facilitation

During the first session a group dynamic will be established which will be both supportive and challenging. The success of the process in provoking participants to work beyond their current boundaries will depend on just who takes part.

The facilitator will be ready to intervene as a catalyst with business exercises, readings, and coaching or short presentations to help keep participants on track.