Action learning

Action learning is “a style of learning in which individuals control their own learning experience, unlike traditional education methods that rely on the development of content by training organizations and delivery by teachers/instructors”.

Revans (1980), the founder of action learning, observed that “people learn more and better when put into action than when passively listening to lectures or audio tapes or watching video presentations”.

Revans described the formula for action learning as L = P+Q+R

Where L is learning, P is Programmed Knowledge, Q is questioning, and R is Reflection.

The techniques of Action Learning are:

• Engage the learner in the process
• Integrate new knowledge with existing knowledge
• Increase generalizability by practising a variety of situations with increasing levels of complexity and difficulty
• Increase proficiency and mastery by adding more challenges once more essential skills and knowledge are mastered.
• Use spaced practice
• Diminish external feedback
• Encourage mental rehearsal

Components of action learning:

1. A problem
2. An action learning group or team
3. A process of insightful questioning and reflective listening
4. An action was taken on the problem
5. A commitment to learning
6. An action learning coach

Benefits of Action Learning for an Organization:

• Solving complex problems
• Organizational learning
• High performing teams
• Leadership development
• Impact on organizational culture

Leadership Skills Developed Through Action Learning:

Leadership Competency Cluster	Specific Leadership Skill or Behaviour
Cognitive skills	Strategic thinking, Analytical skills, creativity, and global perspective
Execution skills	Planning, Customer focus, focus on results and program management.
Relationship skills	Influencing, managing talent, engaging and inspiring, collaborating, creating open communication, and building relationships.
Self-management skills	Establishing trust, impulse control, adaptability, love of learning and curiosity.