any feedback about this description of peer learning?

[car...@authenticityconsulting.com]

Years ago, I started an online topic “peer learning”, but I kept tweaking it and didn’t publish it.   

 

Recently, I had a spirited discussion with an assistant professor in education who called me to get clarity about the topic. 

 

I think he grew frustrated with me when I kept responding that there’s different perspectives on the phrase, as well as different types and applications of peer learning.  The call didn’t end as well as I had hoped it would. So I tweaked the content of my online topic again :-)

Peer learning is a broad and rather subjective topic.  Still, I'd like to write something that is as useful as possible for people.

I'd appreciate any reactions or feedback that you have about the content on this page.

https://managementhelp.org/training/methods/peer-learning.htm

 

Thanks in advance!

[Jonathan Hefter]

Hi Carter,

So much synergy on this.

A couple of big observations:

1) I love the addition of teams as a cohort to consider under this heading.  At Circles, we're running experiments aimed squarely (no pun intended) at teams and team leaders, building on the success of the core concepts that have underpinned our more traditional peer learning circles/forums.  This is a huge untapped field.

2) Perhaps it's covered by the term "Action Learning", but the big differential for me with peer work is that we're creating communities of practice.  That's a distinction from a traditional management training environment.

3) Perhaps the biggest, and I don't see anyone really taking this question on, is: How are groups sorted and matched?  Assuming they're not pre-destined (standing work team, incoming class of new employees, etc.) no active peer coaching program has successfully tackled how to sort and match groups.  Should it be by title?  Affinity group?  Age?  Should half be more mentor and the other mentee?  Often it comes down to who can make the time slot.  :)  I think this is a big blocker to scaling corporate work - folks want to know who else is in their group.

Good stuff.

Jonathan

[Annie Bullert]

Thank you for sharing your experience and insights, Jonathan.  This discussion is really interesting.  

Much of my work over the last few years has been in change transformation, and I am really interested in how to best merge that work with peer & action learning, and leadership development.   I recently did this for Medtronic with regional business leaders (peers) meeting every two weeks to coach each other on leading their teams in transformation efforts.  It went pretty well, but we had zero leader sponsorship from their leader (or clear strategy from above) and so it lost steam. 

Curious to get other thoughts or similar experience, lessons learned.  

Thank you, Carter!  I really like what you’ve put together on your site, as well.  

Annie

Sent from my iPhone

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[car...@authenticityconsulting.com]

Jonathan,

You wrote:

> At Circles, we're running experiments aimed squarely (no pun intended) at teams and team leaders, building on the success of the core concepts that have underpinned our more traditional peer learning circles/forums.  This is a huge untapped field.

Your experiments sound very interesting!  Please say more.

1. For example, you're running experiments with what hypothesis, i.e., to test or discover what? 

2. What "core concepts" are you referring to that underpin your more traditional circles/forums?

Thanks!

[car...@authenticityconsulting.com]

Jonthan, you wrote:

>  Perhaps it's covered by the term "Action Learning", but the big differential for me with peer work is that we're creating communities of practice.  That's a distinction from a traditional management training environment.

When the phrase "communities of practice" emerged in the early 1990s, it meant a group of people who met because they had a top or skill in common.  It didn't necessarily connote a certain group method among them.  Since then, the phase has become even more general and ubiquitous.  What do you mean by the phrase?  This is an exciting topic.

[car...@authenticityconsulting.com]

Jonathan, you asked a great question!  Thank you!  I hope to hear other responses to your great question, too.  You asked:

>  Perhaps the biggest, and I don't see anyone really taking this question on, is: How are groups sorted and matched?  Assuming they're not pre-destined (standing work team, incoming class of new employees, etc.) no active peer coaching program has successfully tackled how to sort and match groups.  Should it be by title?  Affinity group?  Age?  Should half be more mentor and the other mentee?  Often it comes down to who can make the time slot.  :)  I think this is a big blocker to scaling corporate work - folks want to know who else is in their group.

Jonathan,

You've touched on a topic in which I spent about a month during my PhD studies :-)  It was well worth it because it produced an insight that was the major reason that we got hired so often to do peer coaching groups, including when Microsoft hired us to do groups around the world.  (They still use our various different group designs.)

In my studies, I wanted to find a way to categorize and then to sort and match different kinds of groups, so that a person could come to a list of types of groups and then select the type that is best for his/her particular application.  I soon realized, for a person to select the right tool: 

1. First, the person needed to know very specifically what the he/she wanted to get done now, e.g., to pound in a nail or to tighten a screw (i.e., to use a group to teach coaching skills, solve a problem or form close relationships, etc).
   
2. Then the person needed to know beforehand what each type of tool (group) could be used for (i.e., what type of group format and process would produce coaching skills, problem solving or close relationships, etc.)
   
3. Only then could the person select the right type of tool (group) to use.
   

As simple as the above might sound, I was stuck because I kept focusing on the types of groups, when I should have been focusing on the needs of the person and THEN to selecting the type of tool.

So, now when we get a call from a client who wants to do peer learning,

1. I NEVER first talk about types of groups. 
   
2. I ALWAYS first get them to be very clear on what specific results/behaviors do they want to accomplish with their employees, and
3. THEN I start talking about the types of group format and processes that would produce those results.

So our market niche became, not selling "Action Learning" or "peer learning" or "peer coaching groups", but rather "customizing peer learning programs". 

Thanks!

[Chuck Appleby]

Jonathan:

I would add to Carter’s points below.

 

It is a gift when we have the opportunity to influence the design with the program manager. 

 

Sometimes we come in to a program (e.g. a leadership program, a culture change initiative, a program to making formal training stick) without the opportunity to influence the top-down design.    Often the purpose and participants have often been selected.  Here, Carter’s advice can be applied to an existing group with a pre-determined purpose.  Here the question becomes, “How do I apply the principles and best practices to the group that has been formed.  In essence the peer learning group (circle) becomes the client.

 

Within the boundaries of the program, we can make incredible things happen if we follow Carter’s advice and focus on their individual needs. 

 

And, we must then balance the dilemma of managing the needs of the group and the requirements/intent of the client.   I face this dilemma in both one-on-one coaching, leadership team coaching and peer learning circles in virtually every engagement I do.

 

Great question Jonathan!

 

Thank you!

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[bob.ha...@gmail.com]

It’s wonderful to read and learn from others on the challenges of peer group design.

 

Some of you may know this “triangle” exercise to check alignment, either before members join and on an occasional basis with current members (see attached): Members or prospective members are asked to indicate current and desired future forum value on the triangle with the points being: personal growth, business/professional growth and social/friendship/networking.

 

I have found this to be a helpful way to understand what people are getting now and what they may want from the group in the future.

 

Bob

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[Jonathan Hefter]

We’re holding it as groups that are DOING, not just discussing.  A very tangible ROI is key for our corporate work.

Jonathan Hefter

Founding Team Member at Circl.es

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[Jonathan Hefter]

Thanks Carter.

The experiments are mainly designed to learn if we can launch a software offering that directs cohorts into a deeper conversation without a live guide.  Ooh, I know what you’re thinking.  But we’re onto something.

The core concepts that translate well to team meetings are the ones that have been proven to be foundational for peer forums - equal air time opportunity, norms that instill trust, drive to action, etc.

Jonathan Hefter

Founding Team Member at Circl.es

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[Teri McNamara]

We love the idea of peer coaching groups and teams that self-facilitate, using tools and norms to support the most effective use of that time together.  We have found some slight differences between the norms for groups of peers and the norms for groups that are really a team working together, but the core concepts are very similar.

 

The core concepts that you mention are some of the ones that we have found to be critical to success, whether the group is externally facilitated or a self-facilitated.  Another is evaluation methods that create ownership in the process and in the outcomes. 

 

Great that you are getting to do that research!

 

Teri McNamara

Authenticity Consulting, LLC

800.971.2250  office

763.971.8890  direct

 

Ask me about the Peer Learning Summits

FB: https://www.facebook.com/groups/1264370320362335/

 

 

 

 

From: peer-learn...@googlegroups.com [mailto:peer-learn...@googlegroups.com] On Behalf Of Jonathan Hefter

Sent: Monday, March 04, 2019 1:49 PM
To: Peer Learning Network

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[Jonathan Hefter]

Teri,

I’d love to hear more about the distinctions in norms.

Jonathan Hefter

Founding Team Member at Circl.es