Action Learning: More Than Just A Task Force

Abstract

Action learning, as it is often implemented in the U.S., differs little from a typical cross-functional task force. Those characteristics of action learning that originated with Reginald Revan's work and that have such potential to change both organizations and participants are often absent in the Americanized version of action learning. Outlined here are the principles that underlie Revan's work as well as an explanation of why they are so critical to both individual development and organizational problem resolution. These principles are then contrasted with a case study of a Fortune 500 company which implemented the more Americanized version. The benefits of that implementation are explored as well as a discussion of the learning difficulties the teams experienced.

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