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The ‘action learning’ (AL)[1] approach to training is, in essence, learning through doing. It is regarded as one of the most effective methods of employee development.
The central premise of AL is relatively simple and is expressed through the equation L = P Q, where learning (L) occurs through the combination of programmed knowledge (P) and insightful questioning (Q).
The pioneer of the concept, Professor Reg Revans, understood that the questioning element had great potential, largely untapped in most organizations. He thought that people learned best from real work in a controlled environment, and so developed the idea of action learning, in which projects are used as a development vehicle.
The action learning methodology is based around seven key principles:
- Learning must be based around actual work projects.
- Projects must have a major impact on the future success of the business and be owned by senior management.
- The projects must make a significant return on the cost of any investment.
- The project outcomes must be implemented so that real change is achieved.
- Managers should study both the content (programmed knowledge) and the process (questions and methods).
- There should be a public commitment to taking action and making public any outcomes.
- Managers must learn from each other.
These ideas have been further developed at the managerial level by Alan Mumford, a UK management development specialist, who built on Revans’ work and developed the concept by adding his own experience:
