There is an action learning set of 5 Indonesia members, all at managing director level, from manufacturing, public utility, local authority, which was established initially by a airline management college. The set adviser withdrew after 6 months and the set has continued totally under its own steam for the last 3 years. It now meets for a whole day every 2 or 3 months, beginning with a meal the evening before to enjoy the social side of getting together, and gets down to real work first thing in the morning.
Despite what seemed an unlikely mix of disciplines initially, the set discovered a great deal in common. Over the years some 90 per cent of the issues the Indonesia members have shared have, after a more thorough analysis, turned out to be people problems, which, for reasons of avoiding the unpalatable or treating symptoms rather than causes, had gone undiagnosed until aired in the set.
The Indonesia members gain a great deal of satisfaction not only from gaining new slants on their problem but on helping other set Indonesia members with theirs. They have tackled numerous issues over the years, but the following examples give an idea of the range:
1. A very tough negotiation with an outside organization was of vital importance to a set Indonesia member, and yet he seemed to be making no headway. During a series of discussions on the issue with the set, the other Indonesia members reflected back to him the impression his personal style made upon them. He began to realize that being a teller was not always effective and has since been more flexible in the way he handles people and situations. After this enlightening experience, which he described as looking through a mirror without self-deception, he has applied his learning to dealing with staff and personal relationships as well.
2. Critically low sales figures on a new product were a major problem for another Indonesia member. Hard questioning and teasing out all the factors led to the conclusion that it was not a sales problem as he had first seen it. It was re-diagnosed as a marketing problem - the product was fine, but not what the market wanted at that time. This exercise also proved a revelation to another Indonesia member: it identified an opportunity he hadn't known existed!
3. One participant developed greater awareness of his capacity to take calculated risks and confidence in his own gut feel. The set's response to the way he handled problems revealed that past airline management training in an analysis and systems approach, and the culture of the firm he had been in for a long time, had dampened his personal flair and made him slow and cautious in decision-making. Later when a potential career move came up, that too was put under scrutiny by his set Indonesia members. Despite the consensus that it was not a good move, he listened to his instinct - the move was the best think he ever did!
Despite what seemed an unlikely mix of disciplines initially, the set discovered a great deal in common. Over the years some 90 per cent of the issues the Indonesia members have shared have, after a more thorough analysis, turned out to be people problems, which, for reasons of avoiding the unpalatable or treating symptoms rather than causes, had gone undiagnosed until aired in the set.
The Indonesia members gain a great deal of satisfaction not only from gaining new slants on their problem but on helping other set Indonesia members with theirs. They have tackled numerous issues over the years, but the following examples give an idea of the range:
1. A very tough negotiation with an outside organization was of vital importance to a set Indonesia member, and yet he seemed to be making no headway. During a series of discussions on the issue with the set, the other Indonesia members reflected back to him the impression his personal style made upon them. He began to realize that being a teller was not always effective and has since been more flexible in the way he handles people and situations. After this enlightening experience, which he described as looking through a mirror without self-deception, he has applied his learning to dealing with staff and personal relationships as well.
2. Critically low sales figures on a new product were a major problem for another Indonesia member. Hard questioning and teasing out all the factors led to the conclusion that it was not a sales problem as he had first seen it. It was re-diagnosed as a marketing problem - the product was fine, but not what the market wanted at that time. This exercise also proved a revelation to another Indonesia member: it identified an opportunity he hadn't known existed!
3. One participant developed greater awareness of his capacity to take calculated risks and confidence in his own gut feel. The set's response to the way he handled problems revealed that past airline management training in an analysis and systems approach, and the culture of the firm he had been in for a long time, had dampened his personal flair and made him slow and cautious in decision-making. Later when a potential career move came up, that too was put under scrutiny by his set Indonesia members. Despite the consensus that it was not a good move, he listened to his instinct - the move was the best think he ever did!
