The introduction of a Lean approach to management requires the development of understanding and capability. This in turn requires a structured training intervention and other supporting activities. This paper explores, through a case study, the way in which action learning groups (ALGs) supported the development of Lean capabilities in the…

During my first year of practice as a new action learning facilitator undertaking an "ILM Level 5 Certificate in Action Learning Facilitation", an innovative Individual Service Fund pilot was launched by "Certitude", the organisation for which I work. The aim of this pilot was to enable people with learning disabilities and…

In 2008, 28 women from the Women's Institute volunteered to join us in a project exploring the issue of world poverty and gender inequality, specifically highlighting the disproportionate effects of climate change on women. Collectively we were asking a big question about how we as individuals, based in England, make a difference on a global…

This account of practice will explore how action learning has supported local authorities by providing an opportunity to share learning and experiences across organisational boundaries. It will look at the experiences of a new action learning facilitator working with local government scrutiny officers from different organisations.

This largely theoretical paper will argue the case for the usefulness of applying network and complex adaptive systems theory to an understanding of action learning and the challenge it is evaluating. This approach, it will be argued, is particularly helpful in the context of improving capability in dealing with wicked problems spread around…

A small but growing strand of literature is beginning to make the case for "critical action learning" (CAL). Much of this interest operates on theoretical terrain, speculating on the extent to which it might differ from more conventional notions of action learning. This paper draws on insights from (CAL) to demonstrate the importance of being…

This article describes an example of how action learning was used as a framework for an organisational intervention to fundamentally change the organisational culture over a period of time. It also identifies our learning over that period of time and what worked well (and not so well) in an International Non-Governmental Organisation in Nepal.

This article begins with the presumption that action learning has not made as deep an impact in promoting participatory social change as its supporters may have hoped for, but nor has its cousin action modalities, such as action research and action science. These action strategies have evolved separately along distinct traditions and, rather than…

This account tells the story of the development of an action learning culture in the BBC between 2002 and 2007. From its early beginnings as a sporadic, unsystematic intervention with a small number of leaders scattered throughout the organisation, action learning has now become embedded in our approach to the way we develop our leaders. In this…

This paper introduces Action Reflection Learning (ARL) as a learning methodology that can contribute to, and enrich, the practice of action learning programs. It describes the Swedish constructivist origins of the model, its evolution and the coded responses that resulted from researching the practice. The paper presents the resulting sixteen ARL…

This paper reflects on the failure of a recent action learning intervention with a UK television company. The aim of the project was to gain insight into the reasons why the viewing figures of their factual programming channels were in decline and to develop a new strategy enabled by the action learning methodology. Unfortunately, this…

The current profile of action learning in the UK has recently become clearer (Pedler et al., 2005). Using the template of what have been described as "Revans's Classical Principles", fundamental divergences have begun to emerge. Pedler et al. (2005) identified a number of variances from this template--specifically the use of permanent facilitators…

A purposive sampling and analysis of ten case histories of action learning in the US suggests that applications tend to be partial, hierarchical, and leader controlled, thus running counter in several significant ways to the gold standard of Revans' action learning theory and egalitarian rules of engagement. Using critical markers to inspect the…

This article aims to answer the questions: (1) How can action learning aid in strategic change?; (2) What are the benefits of using action learning as part of a broader learning intervention?; (3) What are the issues to consider when introducing action learning into a corporate environment?; and (4) How can you engage people in reflection as a…