Jasmine wrote a case study sharing the success story and approaches to “Developing leaders through Action Learning in Panasonic”, which was publicised in Prof Michael Marquardt’s book “Leadership and Action Learning”.
Alignment of Panasonic “Basic Business Philosophy” with Action Learning
The journey of action learning at Panasonic Regional Training Center (PRTC), Panasonic Asia Pacific Pte Ltd began when I compared our Founder, Mr K Matsushita’s Basic Business Philosophy (BBP) with the tenets of action learning (AL) The close, yet unique relationships between AL and the BBP were clearly evident. It dawn upon me AL could serve as an effective learning technique for the manifestation of BBP at work. AL will be able to assist Panasonic employees to further appreciate and apply the BBP in their day-to-day work and decision-making processes. The birth of “BBP and Action Learning” as a Key HRD activity in PRTC took place in January 2008 Since then, a series of training programs incorporating AL were successfully launched, including AL application as a component of our seminar for high potential candidates.
BBP: Courtesy and Humility
Our Founder, Mr Matsushita practiced the skill of listening to one another with respect. To strengthen cordial work relationships, there should be modesty and respect for the rights and needs of others.
In action learning, the two ground rules allow the practice of “courtesy and humility” to permeate within the team members. The ground rules are: 1) Questions made must be in response to a statement and 2), The role of an Action Learning Coach intervenes whenever there is a learning opportunity. Therefore, everyone in the team is treated with equal respect as they have the opportunity to share by asking or responding to the questions in an AL exercise.
BBP: Co-operation and Team Spirit and Collective Wisdom
Panasonic’s Founder, Mr Konosuke Matsushita had a penchant for asking questions and learning from others to create better alternatives for effective problem solving and decision-making. Mr Matsushita believed that wise leaders could not solve problems based on their own personal experiences and perspectives. Instead, “a wise person knows that those who ask questions are sought after than those who spout knowledge”.
By asking questions, leaders can gain more respect from others as this will reflect their desire to understand what their members know or think. Individuals feel appreciated, motivated and gratified when they are given the opportunity to share their ideas and experiences with interested parties. Moreover, questions provide a fountain of collective information as a leader listens and taps on the wealth of the “collective wisdom” and experiences that lies within the team.
Action Learning encourages “collective wisdom”. It fosters a climate of understanding, an open-ness to different ideas and the humility and willingness to interact and learn within a diverse team, seeking solutions to a common issue. Our BBP encourages “co-operation and team spirit”. With this in mind, Panasonic teams can expect to develop better solutions and to elevate their learning as an individual and as a team. This also enhances the team dynamics and build effective and cohesive problem-solving teams.
BBP: Sunao Mind
The “Sunao Mind” is a Japanese word, which means understanding the truth without bias or self-interest, willing to hear different perspectives, and having an open mind. Panasonic employees are to practise “sunao mind” when they engage in conversations. With an “open-mind”, they are able to listen and empathize other parties’ point of views, look at things as they are from an objective and non-bias perspective and thus have a concrete paradigm of the actual situation/issue under discussion.
In an action learning team, there is framing and reframing of the problem and every team member must be objective, have an open mind and be unbiased. Through questions, the problem can be framed and reframed as the group practices “sunao mind” in accepting other’s interpretation of the perceived problem. With greater clarity of the real problem, a more effective action or decision would emerge from the team to help the problem presenter.
BBP: Adaptability and Untiring Effort for Improvement
Panasonic employees are to adapt our thinking and behaviour to meet the ever-changing conditions of the business environment. Continuous learning, re-learning and unlearning are the foundations of AL. The impact of “Learning through questions” unfolds as members share their views when responding to the questions raised by team members. Members have to adapt to changes quickly due to the dynamic forces of questions, leading members to frame and reframe the contents, when the need arises.
Action Learning has enriched the learning activities and human resource development efforts in Panasonic Regional Training Center. The alignment of BBP with action learning is a further testimony of Mr K Matsushita’s thoughts on “People before Products”. As Panasonic develops “state of the art” products and services, we also develop “Thinking Employees” and “Thinking Leaders”. Panasonic’s Management Philosophy and Action Learning promote self-development and development of others in the team. “Collective wisdom” within the action learning team allows Panasonic staff to further benefit in terms of their personal development. AL will continue to hone their leadership skills to be in line with Panasonic’s Mission, Values and Actions, as they continue to practice “Leading By Questioning” in Panasonic.
Written by:
Jasmine Liew
