This paper explores the practice of action learning (AL) facilitation in supporting AL set members to address their 'messy' problems through a self-reflexive approach using the concept of 'living theory' [Whitehead, J., and J. McNiff. 2006. "Action Research Living Theory." London: Sage]. The facilitation practice is investigated through personal observations and explanations of learning and action through shift in identity, thinking and approach of AL members in resolving complex problems raised during the AL sessions. The paper demonstrates how AL can be applied as a methodology for supporting leaders to address complex organisational problems through inquiry, critical reflection and advocacy to gain new insights as well as new practice. The findings highlight that key theoretical principles in AL such as critical reflection and problem-solving can be applied to support managers and leaders to analyse and solve complex organisational problems. The paper also contributes to the current literature on AL through the application of the living theory approach as a discipline for critical inquiry, self-reflection and evaluation.