Optimizing the Power of Action Learning

Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time by Michael J. Marquardt

About the Author

Michael J. Marquardt is a renowned professor of Human Resource Development and Program Director of Overseas Programs at The George Washington University. He is also the president of Global Learning Associates and director of The Global Institute for Action Learning. With 15 books to his credit, Marquardt has made significant contributions to the field of action learning. His expertise has been recognized with the International Practitioner of the Year Award from the American Society for Training and Development and an honorary Ph.D. degree from The International Management Centre at Oxford, England. Marquardt's work focuses on using action learning to solve problems, develop leaders, and enhance organizational capacity.

Main Idea

In "Optimizing the Power of Action Learning," Marquardt explores the methodology of action learning, a process that simultaneously addresses critical business problems while developing leadership skills and enhancing team dynamics. Action learning revolves around solving significant, urgent problems through a structured, reflective process that encourages insightful questioning and collaborative problem-solving. This methodology not only generates immediate solutions but also fosters long-term learning and development for individuals and organizations.

Table of Contents

1. What is Action Learning?
2. Ground Rules that Empower Action Learning
3. The Problem: Starting Point for Action Learning
4. The Group: The Power of Diversity
5. Questions and Reflection
6. Action Strategies: Learning from Action
7. Individual, Team, and Organizational Learning
8. The Coach: The Catalyst for Learning
9. Introducing and Implementing Action Learning

Analyzing and Explaining Each Idea

1. What is Action Learning?

Action learning is a powerful problem-solving tool that also builds successful leaders, teams, and organizations. According to Marquardt, action learning has six essential components:

• A problem: The core of action learning is a significant, urgent problem that demands resolution.
• A group: A diverse team of four to eight members brings various perspectives to tackle the problem.
• Questions: Insightful questioning and reflective listening drive the process, focusing on the right questions rather than the right answers.
• Action: The team must have the authority to take action or ensure that their recommendations will be implemented.
• Learning: Commitment to both immediate problem-solving and long-term learning is crucial.
• A coach: An action learning coach keeps the team focused on learning and the process.

Marquardt emphasizes that the synergy of these components leads to effective problem resolution and leadership development. He provides examples such as National Semiconductor, where action learning teams successfully addressed quality service issues for AT&T, resulting in significant improvements and recognition as a world-class supplier.