11th Annual
High Performance Manufacturing Conference
Solving Complex Problems
Using a Team Approach
Colleen Carruthers
The T-R Group Inc.
Partner & Action Learning Coach
“If I had an hour to solve a
problem and my life depended
on the solution, I would spend
the first 55 minutes determining
the proper question to ask, for
once I know the proper
question, I could solve the
problem in less than 5 minutes.”
Albert
Einstein
“The mark of a person is in the questions
they pose, not just the statements they
make.”
- Reg Revans
Today’s Agenda
Timing
Content
2:00 p.m
Welcome & Introductions
Today’s Objectives…
2:05 p.m.
Action Learning is…
Action Learning Benefits…
Action Learning Applications and Users…
How Action Learning Works …
2:10 p.m.
Live Action Learning Sets
3:10 p.m.
Questions?
Today’s Objectives
 Identify the six essential components in action
learning
 Determine how action learning develops
leadership skills through solving ‘real’ problems
 Differentiate action learning from other
leadership development programs
Action Learning Is…
“A process that involves a small
group working on real problems,
taking action, and learning while
doing.
Michael Marquardt, Action Learning in Action
Action Learning Is…
 A process that creates dynamic opportunities
for individuals, teams, leaders and organizations
to successfully adapt, learn, and innovate.
Two formats:
 Single problem - multiple sessions
 Multiple problems – single sessions
What Are The Benefits?
• Provides Powerful Method for Solving Complex
Problems
• Promotes 21st Century Leadership Mindsets,
Competencies & Behaviors
• Fosters Peer Coaching & Team Building
• Accelerates Organizational Learning &
Adaptability
What Are Some Applications?
• Manufacturing problems
• Leadership development programs
• Complex organizational challenges, planning & decisions
• Individual leadership development & challenges
• Senior management team planning
• High-potential programs
• Sales team performance
• Organizational change and strategic planning
• Cross-departmental collaboration
• Industry associations, lobby groups
• Senior leaders think tanks
Some International Users…
• N.Y.C. Transit
• Caterpillar
• Novartis
• Duetsche Bank
• Target
• AT&T
• Sony
• Microsoft
• GE
• National Semiconductor
• UN-Habitat in Nairobi
• Boeing
• Siemens
• Humana Insurance
Some Canadian A.L. Users…
• Manulife Financial/John Hancock
• School for Social Entrepreneurs Ontario
• Loyalist College – Post Grad Human Resources
Program
• St. Clair College – International Business
Program
• Fleming College – Peak Leadership Program
Action Learning: How It Works
Six Action Learning Elements
1. A real challenge or opportunity as the problem
2. Diverse group of 4-8 committed people
3. Use of reflective questioning and listening
4. Commitment & accountability for action
5. Focus and commitment to learning
6. Action Learning Coach
Action Learning Roles & Skills
The A.L. Coach
•
Aims to maximize the learning for all group members through
the application of the action learning model.
•
Establishes and maintains an environment that is safe for all
participants to be involved but challenging enough for learning
to occur.
The Problem Owner
•
Describes challenge/issue and reflect on and answer questions
The Team Members
•
Listen deeply, pause, allow silence and ask questions
•
Ask helpful questions that are open-ended, succinct, focused
on the problem owner and their issue, and are non-judgmental
•
Avoid providing advice, asking closed-end questions, why
questions and leading questions
Powerful Questions
•
Help to clarify meaning
•
Probe deeper
•
Challenge assumptions
•
Provoke creativity and curiosity
•
Are open-ended
•
Consider scope
•
Invite reflection
•
Expand possibilities
•
Help to move toward action
•
Stimulate reflection
•
Connect ideas
•
Focus attention
Action Learning Cycle
Problem Owner Introduces
the Problem/Challenge
Get Clarity on the Problem
Suggest Solutions
Problem Owner’s
Commitment to Action
Coach Leads Team in
Reflecting on Learning
Start
over
The Problem
Criteria for a problem
1. It’s truly owned/championed by the problem
owner
2. It’s a problem not a puzzle
3. It’s compelling (and ideally urgent)
Problem vs. Puzzle
1. A puzzle is a difficulty in which a single, right
answer does exist; it can be solved by experts
2. A problem has no existing solution; there is no
single solution; it requires different perspectives
Action Learning Ground Rules
1. You can only make a statement in response to
a question
2. You can pose questions to anyone in the
group
3. You stop whenever the Action Learning Coach
intervenes
The Process
Everyone selects leadership competency to focus on for session
Problem owner describes important/urgent issue to the group
Members ask clarifying questions about the challenge
Coach asks members to rate how they are doing as a team, what are they doing well,
how can they improve the team’s performance
Coach checks with team members around whether they have the REAL problem.
Continues until agreement – more questions
Coach moves group to solution phase
Problem owner commits to an action step
Team debrief: individual, team and organization
Build Leadership Capacity
1. Identify one leadership competency, skill or
behaviour you wish to focus on and improve
during this session
2. Share your competency and identify what
your team members need to be watching for
3. Capture competencies on flipchart with
behaviours identified
Describe Important/Urgent Issue
1. Could you take 2-3 minutes to tell us what you
would like the team to help you with?
Ask Clarifying Questions – Round 1
1. Thank you, now who has the first question?
Rate Team Performance – Round 1
1. OK, we have been working for 8 minutes. How
do you feel you are doing as a team so far –
on a scale of 1-10 (1=poorly, 10 = great)?
2. What is the team doing well that is contributing
to better performance?
3. How can the team’s performance be
improved?
4. How can the quality of the questions be
improved?
Define Problem Statement – Round 1
1. Individually, please take a moment and write
down the problem.
2. Have each person read his/her problem
statement (include the problem owner who
goes last).
3. Do you have agreement? Yes, no, close?
Ask Clarifying Questions – Round 2
1. In another 8 minutes we will ask the problem
owner what actions he/she is going to take as
a result of this session. I will give a 3 minute
warning. So who has the next question?
Develop Solutions
1. When consensus is reached, we move to the
solution phase. Who has the first question to
help the problem owner develop solutions?
2. As the problem presenter, are there any
questions you would like to ask your team
members?
3. 3. In another 8 minutes I will be asking what
actions the problem owner will take as a result
of this session. So, who has the next question?
Commit to Action
1. What actions are you going to take as a result
of this session?
2. When will you be able to provide the group
with a report back on your progress?
3. Were you helped? How?
Individual Learning
1. Let’s explore how each of you did on your
leadership competency, skill, learning
opportunity? How do you think you did?
Examples?
2. How do the rest of you think xxx did regarding
his/her personal learning goal?
3. What was the most valuable thing you learned
during this session related to your leadership
competency?
Team & Organizational Learning
1. What did you do best as a team?
2. What will the team do differently next time?
3. What did you learn about how to improve a
team’s ability to solve problems or reach high
performance?
4. What did you learn that you could apply to
your lives/organization?
Questions?
Thank You for Attending!
You can reach me at:
Colleen Carruthers, www.trgroup.on.ca.