Organizational Learning Strategies: Work-Outs

A Work-Out is an accelerated strategic change initiative pioneered by General Electric. Individuals representing all levels and functions of the organization or unit meet, without management, to identify ways the organization can work together more efficiently and effectively. Work-Outs can last from one to several days.

	To accomplish rapid and far-reaching organizational change.
	To develop creative and practical approaches to resolving work issues.
	To examine and redesign work processes and practices.
	To gain commitment to change from all stakeholders.

	Choose a facilitator who is skilled in Work-Out technology (or other real-time strategic change approaches).
	Select members who have the optimal mix of skills and expertise to participate in the Work-Out sessions. Members should represent all functions and levels of the organization or unit.
	Identify and prioritize issues to be addressed during the Work-Out session.
	Develop strong recommendations and action plans.
	Provide recommendations to managers at the end of the Work-Out session. Managers make immediate public decisions to accept, reject, or ask for more information about recommendations. After some time has passed, managers should provide followup with Work-Out group members on the status of recommended actions.

As described below, learning strategies are often used in combination with one another or may be closely linked to one another.

Action Learning: Action Learning involves a cycle of meetings to generate solutions and returning to the workplace to take action. Work-Outs are a series of one-time events where participants develop solutions and managers make decisions about their implementation.

Cross-Functional Teams: Cross-Functional Teams are composed of people with varied levels of skills and experience. Cross-Functional Teams are generally project- and task-oriented and may exist for a longer period of time than a group convened to conduct a Work-Out. In contrast, Work-Outs are accelerated meetings where participants are attempting to effect rapid and far-reaching change.

The U.S. Air Combat Command (ACC)

The Air Combat Command (ACC) used a Work-Out session to design a new process for readying the F-15 aircraft for deployment. The Work-Out participants analyzed the current methods and developed ideas for improvement. Some examples of the improvements in the new process were:

Preflight inspection was reduced from 2½ hours to 70 minutes.
Time for loading external fuel tanks was reduced from 5 people taking 97 minutes to 4 people taking only 12 minutes.
All planes were ready to fly in half the time compared to the previous process.

Because the Work-Out session was so successful, over a dozen full-scale Work-Outs have been completed and more are planned. Personnel at every base are trained to lead mini-Work-Outs call "power teams."

City of Louisville, KY

This city used a Work-Out process to speed up the acquisition and redevelopment of vacant property. Based on the success of that initial Work-Out, the city conducted 30 more Work-Outs, involving approximately 500 individuals. Collectively, these Work-Outs saved the city millions of dollars.

Web Resources

General Electric's Work-Outs Description

Work-Out Online Overview and Online Articles

Publications

Jacobs, R. W. Real Time Strategic Change: How to Involve an Entire Organization in Fast and Far-Reaching Change. San Francisco: Berrett-Koehler Publishers, 1994.

Osborne, D. & P. Plastrik. Mission Possible, Washington Post Magazine. May 11, 1997.

Following are links to the other Organizational Learning Strategies:

	Meetings
	Action Learning
	Cross-Functional Teams
	Strategic Planning
	Parallel Learning Structures
	Corporate Scorecard
	Benchmarking
	Groupware
	Distance Conferencing