Action Learning Orientation January 14, 2013

1. Action Learning Orientation January 14, 2013

2. ENF Program Goal To create a cadre of nursing leaders with enhanced leadership capacity who drive improvements in: • population health; • access, cost, and quality of American health care systems; and • the identification and formation of future health professionals

3. What is Action Learning? • A guided, integrative, real-time process that simultaneously addresses strategic or systemic challenges and develops individual and team capacity • A major initiative that can transform individuals, organizations, communities, and systems. • A versatile organizational or systemic capability that, once developed, can be applied to achieve a wide range of goals

4. Action Learning Success Factors • Selecting challenges of real consequence • Pursuing both strategic and learning goals that are directly related to organization, community, or systemic needs. • Staying committed to the process amidst unexpected obstacles (the discipline factor) • Remaining open to change and new ideas • Shared accountability • Multi-month, multi-stage process • Allows for just-in-time application of learning

5. Intended Outcomes • By the end of the Action Learning Process, you will be able to: • Seek and use feedback for improved leadership impact • Utilize strategic thinking and influencing skills • Develop and use more effective group and team processes to improve team performance and outcomes • Engage effectively in collaborative relationships and work using boundary spanning leadership

6. Intended Outcomes • Increase your respect for diverse points of view and diverse leadership styles • Realize your power as change agents in the health and healthcare system • Navigate conflict more effectively • Develop skills for creating common vision • Actively and intentionally reflect on and learn from experiences through application to real-world health challenges

7. Action Learning Provides….. • A supportive environment for practicing new forms of leadership • Practice implies: • Experimentation • Navigation • Stretching • Learning • Mindset shifts http://www.flickr.com/photos/biwook/142043738/sizes/m/in/photostream/by IoanSameli

8. Principle #1: Whatwe know • Most learninghappens: • atwork—managers learn by managing • unintentionallyand couldbeimproved • throughthinking not doing • by passing on the theories and secrets of yesterday ... but sincewe have permanent change … what about today and tomorrow?

9. Action Learning = P + Q • Programmedlearning: • Curriculum based • Questioning: • Why do itthatway? • What do youthink about this? • What If new possibilités

10. Principle# 2: WhatWe Know • Learning isincreasedwhenweask questions • Learning isintensifiedwhenwereflect on whatwe have done • Welearn by questioning the assumptionsthatwehold • Welearnfrom feedback fromothers and from the results of our actions • Welearnfrom new perspectives

11. Principle# 3: WhatWe Know • Learning & effectiveness are enhanced by: • Our experiences and sharing them with others • Being open to the challenge of colleagues and listening to alternative solutions • Being listened to in a • non-judgmental • atmosphere • Having more choices • about the way forward • Reviewing the outcome • of actions and sharing the lessons learned

12. The Questioningand ReflectionProcess • Focuses on right questions rather than • right answers • Underscores the benefits of naïve • questions • Raises questions to clarify the exact nature of the problem: • Getting people to think • Challenging assumptions • Exploring why people act the way they do

13. Barriers to Action Learning • Not enough time  • Lack of commitment to and trust of the process • Team members’ behaviors

14. Contributors to Success • Team norms • Develop productive and effective relationships • Appreciate the context • Set stretch goals • Learn how to learn • Innovate through small experiments • Focus on team process as well as outcomes • Conflict is normal; learn how to manage it

15. Practical Issues • Sharing leadership • Determine how often you will meet • Determine how long • Document advances in learning as well as the project itself • Draw on team members’ expertise • Leverage and expand members’ social networks • Use the assessment data for understanding and learning

16. Action Learning Coach Role • Help you understand the action learning process • Help you “reflect” and “ask questions” --arrive at a problem worth solving and a list of actions to take • Provide your team with resources, tools, or ideas for working together • Help you create a method for • effectively applying new knowledge • to your real life challenge • Give feedback on the written reports • Support team sponsors

17. Action Learning Coach Role • The Coach is not: • Meeting convener • Meeting facilitator • Team leader • An individual coach to team members

18. Action Learning Team Process 18 months – January 2013 to June 2014 Seven Prescribed Meetings with Team: Meeting #1—During Session 2 (Jan-2013) Meeting #2—Between Sessions 2 and 3 Meeting # 3—Between Sessions 2 and 3 Meeting #4—During Session 3 (June-2013) Meeting #5—Between Sessions 3 and 4 Meeting #6—During Session 4 Meeting #7 - Between Sessions 4 and 5 Presentation of Results—During Session 5 NOTE: Team may schedule additional meetings as needed—you have budget for this

19. Team Sponsor Role • Provide input & endorse the selected team project • Demonstrate public commitment to the team goals and actions • Serve as liaison to the community or • system being targeted; including • access to other leaders or resources • Provide content expertise and a • big picture systems view of the • health or health care issue • Communicate and advocate the • importance of the project to other • stakeholders as necessary

20. Team Sponsor Role • Act as a sounding board, motivator and cheerleader for the team. • Recognize accomplishments of the team • Team Sponsors are NOT expected to be present at each team meeting, nor are • they expected to be the team • leader or a working team member • Sponsors will attend Session 3 • and Session 5

21. Selection of the Team Sponsor • The team will be responsible for selecting their team sponsor once their project has been determined • Sponsors will be selected prior to • Session 3 • ENF staff are available to help with • this selection as needed

22. Role of Team Members • Share personal learning styles and personal goals with teammates, as comfortable • Schedule and convene team meetings—including those that include either the AL Coach and/or the AL Team Sponsor • Develop a plan for how team meetings will be facilitated and how learning will occur • Negotiate expectations and roles with both the Action Learning Coach and the Team Sponsor

23. Role of Team Members • Provide both the AL Coach and Team Sponsor with drafts of written reports and updates by required due dates • Provide feedback to the ENF Program Staff regarding the Action Learning process as requested or needed to assure team needs are being met • Meet program deadlines for project deliverables

24. AL Team Deliverables March 15, 2013 Team Charter Due June 2013 (Session 3) Oral Update Report Sept. 4, 2013 Impact Statement Due Jan. 2014 (Session 4) Oral Update Report June, 2014 (Session 5) Final Written Report and Presentation

25. Criteria for Selecting an Appropriate AL Project: • Focuses on an opportunity, challenge or concern that is relevant to each participant’s interest and experience. • Is within the team’s sphere of responsibility and does not compromise similar efforts already underway • Provides an opportunity for each participant to build or strengthen at least one personal leadership skill • Requires outreach to other healthcare leaders or partners • Requires leadership to be successfully implemented

26. Criteria for Selecting an Appropriate AL Project: • Focuses on a problem or challenge that is complex in nature without one obvious solution • Has support from each participant’s organization and from the team’s sponsor • Will likely progress at a rate which will allow the participants time to build skills and acquire new knowledge • Will be completed even if the implementation and follow up must continue past the time of the ENF program

27. Team Formation Process • Subject Matter Experts (SMEs) will attend Jan. 2013 session to present on four RWJF priority areas • Topic areas include: • Quality/Equality – Joanne Disch • Building Human Capital –Bev Malone and Karen Drenkard • Vulnerable Populations – Angela McBride & Michael Evans • Public Health/Primary Care – Joanne Pohl

28. Team Formation Process • After each SME presentation, table groups will surface possible project ideas to be shared with the large group • Modified open space will be utilized to facilitate team formation • The first AL team meeting will be held with the team on the afternoon of Day Two

29. Team Formation Criteria • Minimum of 5; maximum of 6 people per team • Select a project/theme for which you have passion (primary importance) • Select a project/theme that will help your organization, your profession or impact a significant healthcare issue (secondary importance) • Consider the objectives for the Action Learning process itself • There will be 3 or 4 different teams

30. Action Learning Roles • Sponsors – each team will select their own sponsor once the teams have formed • Linda Cronenwett – Chief Resource Officer – will be available for trouble-shooting and resource assistance as needed • Action Learning Coaching Coordinator (Nancy)

31. Final Thoughts/Questions • Bring a MEMENTO to Session 2 –a physical object/photo that symbolizes a powerful learning experience you have had • Questions???