Where We Have Got To This is the fifth article about the essential character of all action learning, whether to help improve the care of the patient in hospital, to speed the flow of work through a precision engineering factory, to raise the morale of the tenants on a high‐rise housing estate in Australia, or to improve the storage of the rice harvest in the valley of the Ganges. Action learning makes us think systematically about what we are trying to do, and this series of articles takes us, from start to finish, down the “operational” track; it describes the sequence of stages we must go through, one after the other.
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