Michael J. Marquardt

I wish more people could or would take the time to read this book. The art of listening is weak these days. In this book, the authors give you great guidance on how to ask the right questions to be able to glean valuable information. Also by learning to ask then listen to the people speak is an art form in and of itself that most people don't bother learning to master.

Fabulous book for leaders at any level and within any organization. Well done book.

I recommend it for anyone leading people.

Disclaimer: I received a hardback copy from the authors with no expectation in return. The above thoughts are my own and voluntarily shared them.… (més)

It's a business leadership book, so of course there are lots of anecdotes, quotes, bullet points and jargon, but the actual advice presented is clear and practical -- not necessarily easy to implement, but reflection and self-analysis never is. I felt like I had a good starting point, though, by the time I finished reading.

My biggest complaint is... maybe more of an observation. I find it interesting that for all the mention the author gives to making decisions collaboratively, as team members and peers, the entire mindset of the presentation assumes a hierarchical environment -- with the reader/implementor of these suggestions at the head.… (més)

Uncover Leaders who Develop Solutions

Michael J. Marquardt has developed a problem-solving tool. His process, which can be adapted by organizations of any size not only provides solutions but also builds leaders and teams.

Marquardt, a professor of HRD and Program Direction of Overseas Programs at The George Washington University, is an expert in action learning. His process has six components.

1. A problem – It must be significant and urgent.
2. A group – The ideal group has between 4 and 8 diverse members.
3. Questions – Initially, team members are restricted to questions. This reflective inquiry period develops a thorough understanding of the problem.
4. Action – The group is authorized to implement their solution.
5. Learning – A commitment to the process is as important as the solution.
6. A coach – Someone is needed to keep the group focused.

A key step is “action.” Learning is meaningful only if some type of action is taken. Action generally involves four steps:

1. Understand and Redefine the Problem. This is often the most important step.
2. Articulate a Goal.
3. Develop and Test Strategies.
4. Take Action and Reflect on the Results.

Marquardt includes a 12 step plan to introduce action learning to your organization. Properly implemented, it will accomplish three goals for your organization:

1. It will provide solutions to problems.
2. Develop leaders.
3. Build a problem-solving culture.… (més)