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Inquiry and feedback: using action learning for transformational change

Diane L. Dunton (President, Potential Released Consulting Services, Windham, Maine, USA.)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 14 March 2008

Abstract

Purpose

The purpose of this paper is to share with business professionals a method for solving problems using action learning and inquiry. The outcome will be uncovering the root problem, build teams and leaders and transform how the organization addresses problems.

Design/methology/approach

The paper describes action learning, explains the process used and presents three examples of groups that have used the action learning technique.

Findings

In using action learning to focus on the real problem, organizations can be more effective, build teams and create change. Meetings are more productive, leaders emerge and results are achieved.

Practical implications

This is an approach that can be used with any size organization or group to address problems. Extensive training is not required. Once the concept is understood, the technique can be used throughout as a way to build teams and how change is viewed and problems are solved.

Originality/value

The paper provides a problem‐solving method using action learning and inquiry.

Keywords

Citation

Dunton, D.L. (2008), "Inquiry and feedback: using action learning for transformational change", Industrial and Commercial Training, Vol. 40 No. 2, pp. 109-111. https://doi.org/10.1108/00197850810858956

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited