Over the last few years I have become intrigued by what action learning can offer. It is a process where a facilitated group of people, curious in each other’s practice and problems at work, enables each other to move forward. Whilst it supports people to find practical solutions to knotty problems that don’t seem to go away there has been a larger question on its wider organisational impact. In other words, how does the impact of those private conversations in the learning set comes to ripple out to change and improve the wider organisation. Over the last couple of years this debate has been enlivened by those interested in ‘critical action learning’ and has become the focus of my research too.
In December 2016 I am holding a seminar here at the University of Chichester’s Business School (pictured) where similarly curious people are welcome to attend, details can be found here.
If you want to read more about action learning here are some useful places to start:
- Pedler, M. (1997), What do we mean by action learning? A story and three interpretations. Action Learning in Practice, Gower Publishing Ltd, Aldershot, 3rded.
- Pedler, M. (2011), Action learning in practice, Gower Publishing Ltd, Farnham.
- Revans, R. (1980), Action Learning: new techniques for management, Blond and Briggs, London.