What is the Mutual Learning approach?

How you THINK is how you LEADThe Mutual Learning approach is the methodology that helps us achieve our purpose: helping leaders and teams be more effective.

At the core of the Mutual Learning  approach is a simple but powerful notion:  How you think is how you lead. This means that your actions as a leader and a team member stem from your mindset — which consists of your core values, the key assumptions you make and your feelings.  When you start with the right mindset, then your behavior – what you say and do – leads to stronger results.

An Operating System for How You Work Together: An Analogy

The Mutual Learning approach allows teams to work more effectively, much like a high-performance operating system on a state-of-the-art computer makes applications fast and powerful.

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A computer operating system makes split-second decisions that seem effortless. It works in the background to run the software applications that “actually” do the work. Typically, you don’t think much about your operating system – unless there’s a problem. If you’ve ever tried to install powerful new software on an out-of-date operating system, you’ll understand.

Your mindset is like your operating system and your behavior is like application software. You may not realize it, but your mindset informs and drives every behavior – whether you’re giving direction to your staff, meeting with a client, or talking to team members about an important issue.

The effect of your mindset is intensified when the stakes are high: you’re in the middle of a merger, you might lose an important client or your product introduction is late. Can your team work together to consistently resolve tough challenges and capture the big opportunities? Or do you get stuck? With a high performance operating system your team performs well in the face of these challenges – and that’s what the Mutual Learning approach is all about.

Mindset. Behavior. Results.

The Mutual Learning approach defines mindset, behavior and results in specific ways.  Using these concepts in a precise way makes them work.

Our clients often tell us that Mutual Learning is common sense, but not common practice. As you read the elements of the method we encourage you to ask yourself a few questions:

  • Are these principles ones that I believe in?
  • Does my team live these principles?
  • If we used these principles in all of our work, would our team be more effective?
The Mutual Learning mindset consists of five core values and five core assumptions. They are: 

The Mutual Learning values 

  • Transparency
  • Curiosity
  • Informed Choice
  • Accountability
  • Compassion

The Mutual Learning assumptions

  • I have information and so do other people
  • People may disagree with me and still have pure motives
  • I may be contributing to the problem
  • Each of us sees things others don’t
  • Differences are opportunities for learning
The Mutual Learning behaviors are the ground rules for effective teams. They are: 

  • State views and ask genuine questions
  • Share all relevant information
  • Use specific examples and agree on what important words mean
  • Explain reasoning and intent
  • Focus on interests, not positions
  • Test assumptions and inferences
  • Jointly design next steps
  • Discuss undiscussable issues
The Mutual Learning results drive team and organization performance and business results. They are: 

  • Shorter implementation times
  • Increased commitment
  • Higher quality decisions
  • Increased learning
  • Improved working relationships
  • Greater personal satisfaction

The Mutual Learning approach draws from Chris Argyris and Don Schön’s Model II work, as well as the work of Bob Putnam, Diana Smith and Phil MacArthur at Action Design, who originally used the term Mutual Learning Model.