The Power of Experiential Learning in

Executive Development
A Formicio Point of View
Describe your most powerful learning experience

Think about your most powerful

learning experience, one where you felt
youd really grown as a result.

Note down:
The context?
What did you learn?
How did it feel at the time?
What was the learning process?
Could you have achieved the same
learning outcomes another way?

2011 Copyright Formicio Limited 2

Very few people particularly senior executives cite
formal training as their most powerful learning experience

Very few people give:

their time at university
a conference they attended
a training course
as powerful learning experiences.

In the vast majority of cases people refer to

a time when they faced a really challenging
I hear and I forget,
situation, one that took them out of their
I see and I remember,
comfort zone and stretched them both
I do and I understand.
Confucius, 551-479 BC intellectually and emotionally. This was a
learning experience.

2011 Copyright Formicio Limited 3

Experiential learning can be orchestrated by putting people
in a different context one that they find challenging

When people find themselves in a new

context for example a new job or
assignment they often find that the
competencies they have developed
and used over many years fall short
and new ones need to be developed
quickly.
Learning only occurs Its the experiences that the new
when people are out of context can create that leads to
their comfort zone.
learning.

2011 Copyright Formicio Limited 4

Three of the most powerful context shifts for experiential
learning...

When people:
1. Take up a new role or assignment
particularly when it is a stretch compared
with what they have done in the past.

2. Have shared experiences with

colleagues particularly when
For the things we have developing a new organisational
to learn before we can capability or solving a specific problem.
do them, we learn by
doing them.
3. Collaborate with peers in other
Aristotle, 384-322 BC
organisations particularly when
exploring a specific issue that is of
importance to their organisation.

2011 Copyright Formicio Limited 5

Three principles for effective experiential learning

1. Guided the learner is guided through

the learning experiences in a way that
maximises learning.

2. Adaptive the learning process is not

defined in detail at the outset but
adapts to what is being learned and
how, whilst at all times keeping sight of
the target outcomes.

3. Anchored in an organisational need.

At all times the learner is motivated to
improve their organisation through
what they learn and apply.
2011 Copyright Formicio Limited 6
Features of the three most powerful context shifts for
experiential learning...

An exploration with peers: A challenging

isa eers
ns
Focused on understanding appointment:

p
tio

Ne ignm
org ith
a specific topic or issue That is a stretch

ass
w
er e w
an

rol ent
Involving 8 to 10 Builds on existing

oth at

eo
in labor
organisations Guided competencies

r
Comprising briefings, l Adaptive Requires new
Co

meetings, research and Anchored competencies to be

virtual discussions successful
Time-boxed Supported by a mentor
Shared experiences with
colleagues

A learning journey with colleagues:

Focused on developing an organisational capability to solve a specific problem
Involving 8 to 10 people
Comprising a blend of briefings, action learning, study tours, discussions and
experiential visits
Lasting several months to allow for experimentation and reflection

2011 Copyright Formicio Limited 7

In experiential learning the guide has a unique role to play

An experienced learning guide:

Asks questions, not only to draw individual
answers, but also to encourage fundamental
insight into the issue at hand.
Regularly reviews what has been learnt and
adjusts the learning accordingly.
Ensures that the learner is actively involved
in the experience.
Helps the learner spend time reflecting on
I know that I am the experience.
intelligent, because I Helps the learner use analytical skills to
know that I know conceptualise the experience.
nothing.
Socrates, 469-399 BC
Helps the learner use the new ideas gained
from the experience.
2011 Copyright Formicio Limited 8
Conditions for learning success

The learner must:

Be willing to move out of their comfort
zone.
Be willing to be actively involved in the
experience.
Be able and have time to reflect on
the experience.
People are much more Possess and use analytical skills to
likely to act their way
into a new way of conceptualise the experience.
thinking, than think Possess decision-making and problem-
their way into a new solving skills in order to use the new
way of acting. ideas gained from the experience.
Richard Pascale, 1938-
2011 Copyright Formicio Limited 9
Our point of view on learning revisited

1. People particularly senior executives learn most

when facing a really challenging situation, one that
takes them out of their comfort zone and stretches
them both intellectually and emotionally.
2. Learning experiences can be orchestrated by
putting people in a new context that they find
challenging.
3. Three of the most powerful context shifts for
experiential learning are: when people are
appointed to a new job/assignment; when people
have shared experiences with colleagues; when
people collaborate with peers in other
organisations.
4. Learning experiences need to be guided, adaptive
and anchored.
2011 Copyright Formicio Limited 10
We hope you found our point of view helpful

We encourage you and your leadership

colleagues to develop a shared point of
view on the best approach to experiential
learning for your organisation.

It will take time and you wont all agree at

the outset, but it will be of great value in
the longer term.

The Formicio Team

2011 Copyright Formicio Limited 11

This is an Insight Presentation by Formicio

We are thought partners and advisers to business and technology leaders

around the world. We help our clients make informed choices, build
capability and deliver sustained business change.

Through a combination of learning and consulting we help our clients:

Build innovation and organisational capability.
Succeed with the most complex transformation programmes.
Transform IT organisations to meet the challenges ahead.

2011 Copyright Formicio Limited 12

For further information contact...

David Trafford
david.trafford@formicio.com
+44 (0)20 7917 2993
www.formicio.com

2011 Copyright Formicio Limited 13