ACTION LEARNING: The Cure is Started

Abstract

Where We Have Got To This brief series of articles is intended to describe the order in which various things need to be thought about—and practised—in an action learning programme. It is intended to help real managers, working together, both to clear up some of today's troubles and, by doing so, to learn either how to prevent a few of tomorrow's or to clear them up more speedily if management has not learned quite enough from today's experience to forestall them altogether. We have, so far, tried to say what action learning is; this is a quite impossible task, since action learning has been practised in the jungles of West Africa as well as in the international board rooms of Brussels, and in the operating theatres of London hospitals as well as in the largest copper refinery in the world. All we can expect to do is to present a few logical arguments. At the moment we are on about the sequence:

Citation

Revans, R.W. (1983), "ACTION LEARNING: The Cure is Started", Management Decision, Vol. 21 No. 4, pp. 11-16. https://doi.org/10.1108/eb001323