Organisational Change Through Action Learning
Workshop Key Components
- Team Building
- How We Learn and Develop
- Review
- Methods for Individual and Organisational Change and Growth
- Action Planning
These workshops have the potential to further develop staff cohesiveness. Normal group procedures should be followed such as the development of ground rules, consideration of natural group development (forming, storming, norming & performing) and the integration of FUN.
Motivate participants around their own learning and professional development, identify how they learn best and try to capture the key themes for further workshops.
Review
There are two types of reviews, the initial review and subsequent reviews.
The initial review observes and identifies what is currently happening in the workplace around alcohol and other drugs as it relates to participant’s core business. Issues are identified, which includes what’s working well, what’s not and creative new ideas. These should be documented and referred to for action.
Subsequent reviews are the review of individual action plans (see Appendix 4) and other worksite changes. This enables participants to review what has happened, detect the helps and hinders for action, identify what they learnt and distinguish other workplace changes.
Methods for Individual and Organisational Change and Growth
Purposeful conversations (see Appendix 5)
 | Aim to mobilise energy in the workplace through shifting ‘casual conversations’ around important workplace issues which go nowhere, to action orientated conversations resulting in a NEXT STEP. A next step is not the solution, it’s one step closer to the solution and this is more manageable for a short (3,5,7-minute) conversation and assists those involved in the issue to remain positive. |
Complaints to Action (see Appendix 6)
| Recognise complaints as a ‘goldmine’ for action, and that someone/s may be motivated to do something about the complaint. There are three types of complaints: recreational, expressive, and action. Once a complaint for action has been identified it can be progressed by transforming the complaint into a request. |
Coaching (see Appendix 7)
| Aims to enhance the growth and motivation of persons by using strategic questioning to assist the person ‘stuck’ on an issue to move forwards. This model recognises the person with the issue as the ‘expert’ and gives that person a chance to explore all their options before being offered advice or a solution. |
Action Planning (see Appendix 4)
Can be developed individually or in small groups to assist staff to take a first (or next) step towards action on identified workplace issues. By writing down the planned action and identifying supports, action is more likely to happen. Importance, willingness and confidence are key elements of any commitment to action.
Other Chapters of Organisational Change Through Action Learning
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Chapters:
