'Knowing is not enough; we must apply': reflections on a failed action learning application

Simon Reese

Action Learning: Research and Practice, 2015, vol. 12, issue 1, 78-84

Abstract: This paper reflects upon a sub-optimal action learning application with a strategic business re-design project. The objective of the project was to improve the long-term business performance of a subsidiary business and build the strategic plan. Action learning was introduced to aid the group in expanding their view of the real problems confronting the business and simultaneously implement a learning method to improve the organization's leadership team's critical thinking as a whole. Ultimately, the goal was the creation of organizational learning as the project progressed through an integrative, systems problem-solving approach. The author uncovered that corporate culture was an insurmountable hurdle in reaching the optimal application of action learning. The purpose of this paper is to reflect upon the application of action learning and outline probable reasons for the failure in reaching the ultimate application of action learning.

Date: 2015
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/14767333.2015.1006912 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:alresp:v:12:y:2015:i:1:p:78-84

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/CALR20

DOI: 10.1080/14767333.2015.1006912

Access Statistics for this article

Action Learning: Research and Practice is currently edited by Kiran Trehan and Clare Rigg

More articles in Action Learning: Research and Practice from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().