Keywords

In a Word Action learning is a structured method that enables small groups to work regularly and collectively on complicated problems, take action, and learn as individuals and as a team while doing so.

Rationale

Conventional approaches to learning hinge on the presentation of knowledge and skills. Then again, knowledge is revealed through methods of questioning amid risk, confusion, and opportunity. Reginald Revans, the originator of action learning, recommended that one should keep away from experts with prefabricated answers.Footnote 1 Rather, people should become aware of their lack of knowledge and be prepared to explore their ignorance with suitable questions and help from others: finding the right questions rather than the right answers is important, and it is one’s perception of a problem, one’s evaluation of what is to be gained by solving it, and one’s estimation of the resources available to solve it that supply the springs of human action.Footnote 2 Figure 62.1 depicts the cycle of learning.

Fig. 62.1
figure 1

Learning from experience. Source Author

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Definition

Action learning is an educational process by which a person studies his or her own actions and experience to improve performance. Put simply, it is about solving problems and getting things done. In action learning , a small group of 5–8 persons (called action learning set) meets regularly for a day or half a day over at least 6 months and works collectively on a problem faced in ongoing practice.Footnote 3 The action learning set helps a “presenter” work on a problem through supportive but challenging questioning. It encourages a deeper understanding of the issues involved, a reflective reassessment of the problem, and an exploration of ways forward. (Action learning requires that actions be agreed at the end of each meeting.) By so doing, it provides a structured way of working that provide the discipline we often need to learn from what we do and improve practice as a result.

Applications

The most common applications of action learning are in professional and managerial learning and development, namely

  • A work-based project or program in which set members are involved and for which they have a level of responsibility and are therefore able to realistically influence by their actions.

  • An issue that concerns how set members operate in their work context, and one that they wish to improve and that could benefit from the support and challenge of the other members.

Action learning is not useful if the task that a set member is working on is a technical puzzle with a limited number of correct solutions. In such instances, it is better to tackle that the issue through consultation with experts, research, or training.

Benefits

Action learning sets have been used by civil and nongovernment organizations. They

  • Increase awareness and enable individuals to identify personal development challenges.

  • Develop self-confidence and readiness to take responsibility and initiative.

  • Help people relate to and communicate and network with others more effectively.

  • Provide structured peer support.

  • Enable more disciplined ways of working in powerful teams.

  • Enable individuals and teams to learn while working.Footnote 4

  • Build leadership competencies.

  • Develop systems thinking, creativity, flexibility, and problem-solving skills.

  • Foster the emergence of corporate cultures that can handle change and learn.

  • Support innovation.

Still, for organizations to really feel the benefits of action learning there must be will to support participation in sets and respect for their outcomes. The disciplines and behaviors that encourage action learning are those of a learning organization . Peter Senge catalogs the attributes of learning organizations as personal mastery, shared vision, mental models, team learning, and systems thinking (the fifth discipline that integrates the other four).

Key Principles of Action Learning

The key principles of action learning are that

  • Learning begins with not knowing.

  • Individuals and groups who assume responsibility stand the best chance of taking actions that will make a difference.

  • Learning involves both programmed knowledge and questioning insight. Learning should be greater than the rate of change.

Process

Action learning brings together small groups of participants with the following intentions. Figure 62.2 depicts the action learning process as cyclical: it begins at the top of the diagram and moves round systematically, giving each set member the opportunity to present a problem and comment on others.

Fig. 62.2
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The action learning process. Source Author

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A typical set meeting might run like thisFootnote 5:

  • Before the meeting, each set member thinks about the work-based issues he or she wishes to bring to the set.

  • Set members agree to set aside the necessary time for the meeting. It should be held where they will be free from distraction.

  • The facilitator might remind set members of the ground rules established during the formation of the set and may recap the key principles of the methodology.

  • The set members check-in and those who had an opportunity to explore their issue in the previous set report to the others on actions taken since the last meeting.

  • One of the set members is given airtime for about 1 hour. This begins with the member taking 5–10 uninterrupted minutes to outline the work-based issue that he or she is bringing to the set members. Then, the other members ask questions of clarification, move into reflective and analytical questions, and towards the end question future action.

  • During this process, the facilitator may sometimes “stop” the set to raise awareness on matters of process, for example if set members are giving advice packaged as questions.

  • At the end of the airtime, the set member presenting the issue provides feedback on how he or she experienced the process and what learning took place. Set members also offer observations and learnings on both process and content.

  • The process of airtime is repeated for as many set members as possible in the time available. (This is normally two members in a half-day or four in a full day meeting).

  • The meeting may conclude with the completion of an action review sheet that aims to capture key learnings and action plans from the meeting. The logistics of the next meeting are also agreed.

Facilitation

A significant aspect of action learning is the “unlearning” of all-too-common habits of jumping from problem to solution and offering advice. For this, it is necessary to adhere to a disciplined methodology of good listening and questioning. A skilled and experienced facilitator can help to achieve this. Specifically, a facilitator would help create safe space for honest discussion, remind set members of the methodology, model helpful questioning, ensure that the questioning moves around the action learning cycle at an appropriate pace, draw attention to issues of process, and act as timekeeper.

Tips

Action learning is most effective when the commitment is voluntary. It should also focus on real-life, practice-related problems that are open-ended in nature and do not have a right or wrong answer. Importantly, action learning sets should be clear about the objective; engage the support of management; decide on selection criteria for set members; commit regular time; set dates for meetings and workshops; make sure there is some energy; be honest with themselves and others; respect others and their viewpoint; learn to listen; ask helpful questionsFootnote 6; refrain from giving advice; follow the action learning cycle; give individual airtime to others; take responsibility for their actions; and decide early on how the program will be evaluated, who will be involved, and how the results and future actions will be communicated more widely.