This paper explores the conduct and outcomes of an action learning activity during a period of intense organisational change in a medium-sized vocational education and training organisation in Victoria, Australia. This organisation was the subject of significant change due to government-driven and statewide amalgamation, downsizing and sector restructuring. The paper describes the impact of a set of learning experiences as part of the action learning activity with a group of teachers experiencing unprecedented change in their working lives. The account outlines my background with action learning and the rationale for using the approach as a professional development strategy. It details the challenges of the action learning activity that confronted the participants and me. In particular, it analyses the complexity of my role as the action learning facilitator, a senior manager and a research candidate gathering data for my doctoral studies. The account highlights the healing opportunities that peer-to-peer learning within the set provided for some participants and the process of new and renewed network development that occurred during and after the completion of the activity. Finally, new insights into the application of action learning as a professional development activity in times of intense organisational change are summarised.