Lean and learning: action learning for service improvement

Abstract

Purpose -The purpose of this paper is to examine questions concerning service improvement and the possible contribution of action learning as a means of bringing about both personal and organisational development. A second companion paper deals with the facilitation issues in this context (submitted to Leadership in Health Services, December 2007). Design/methodology/approach -This research reports on the experiences of participants on a leadership development programme, who were seeking to effect service improvements in their professional domains. Data were collected via telephone interviews, focus groups, action learning sets and a world cafe event.Findings -The paper concludes that the definition of "service improvement" is multiple and problematic. It concludes that action learning and service improvement can be natural partners but only if the action learning design is crafted to the specifics of the context. Research limitations/implications -This case study was developed at a time of great turmoil in the NHS. The findings may be taken as indicative and instructive rather than reproducible. Practical implications -NHS service improvements are failing to keep pace with targets due to an over-reliance on centrally initiated programmes and a deficit in local efforts. NHS and other managers will find this paper useful to help them bring about service improvements at local level. Originality/value -As far as the authors know there are no other published accounts of service improvement initiatives developed via action learning.

Clinical leadership for high-quality care: developing future ward leaders

“…Establishing a safe and confidential space for all participants was essential; confidentiality rules were referred to and reiterated throughout the programme. Action learning was used to facilitate and enable participants to explore work‐related issues, personal to them, in a safe and supportive environment (Pedler & Abbott 2008). Facilitated action learning sets were used in the final session of each workshop to support group learning and a sharing process.…”

Action learning for further developing project management competencies: A case study from an engineering consultancy company

“…However, the same authors point in another publication to the fact that knowledge cannot be 'managed' but have to be 'nurtured' (Bennet and Bennet, 2004). Action learning is a suitable educational approach to enhance and nurture workplace learning (Pedler and Abbott, 2008a) as it is a way to involve participants in working on their own problems and taking appropriate action. The pioneer within action learning was professor R.W.…”

Lean task boards in healthcare, an improvement tool for tidying up the local chaos and promote professionalism

“…Individuals can also work together with change proposals to improve their actions in the organization [27]. Action learning in municipalities demands space and time for collective reflective learning between managers and employees [28].…”

“…New practices can be developed and implemented based on single-loop learning, which is described as simple adjustments to routines without thorough analysis, or double-loop learning, which involves total adjustments based on assessment of strategies and values [33]. Pedler and Abbot [27] distinguish between type 1 or type 2 actions. They argue that type 1 actions solve our normal work tasks, while type 2 actions involve changing a system or implementing new practices.…”

“…The participants in these processes will limit or increase the possibilities for action learning from experiences from three levels: the individual employee, the unit and the entire organisation.Action learning among employees and line managers in single units limits the possibility to share experiences and produce system change across the whole organization [27]. The inclusion and support from line managers, senior managers and participants from other units and sectors increase potential to discuss issues such as new changes across organizational boundaries.…”