The trend to imbue action learning with an explicit conception of criticality appears to be gathering momentum. The idea of critical action learning (CAL) foregrounds the connection between power, emotion and organizing. How this triumvirate of forces relate to each other fundamentally shapes the scope for learning. Theoretical and empirical assessments are few and far between and tend to be confined to the realm of management education. This presentation reflects on attempts to extend the reach of CAL to the domains of policy and small firms. Insights from a project on black business networks are drawn on to demonstrate the difference that CAL can make in such contexts.