These four papers were presented at a symposium on action learning moderated by Lex Dilworth at the 1996 conference of the Academy of Human Resource Development. "Developing an Infrastructure for Individual and Organizational Change: Transfer of Learning from an Action Reflection Learning (ARL) Program" (ARL Inquiry) reports findings from a study of a management development intervention called Action Reflection Learning (ARL). "Using Organizational Learning in an Action Research Intervention to Maintain Critical Technical Knowledge and Skills" (Deborah Duarte, David Schwandt) describes an organizational diagnosis and action research intervention that was guided by a model of organizational learning to identify and disseminate skills of National Aeronautics and Space Administration engineers. In the third paper, "Organizational Learning as Culture Construction" (ARL Inquiry), a theoretical model derived from field study data of an intervention performed with a multinational corporation attempting to develop globalization is described. "A Study of the Role of Learning Advisors in Action Learning" (Judy O'Neil) reports on the first phase of research in which some of the external and internal influences on a learning advisor are examined. Papers contain references. (KC)