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This study aims to describe the use of action‐learning projects in 14 regional leadership development programs called public health leadership institutes.

During the period of April through August 2009, directors of the public health leadership institutes were interviewed about the action‐learning project requirement in each of their programs. Notes from these interviews, as well as relevant program materials were reviewed and summarized.

Action‐learning projects are commonly used by the public health leadership institutes to build leadership skills. However, this component of these programs varies considerably across the institutes. Frequently mentioned challenges to using action‐learning projects include lack of time for participants to meet for project work, lack of resources available for team coaching and a perceived higher value of taking action over making time for learning by many participants.

Research shows that most people develop leadership skills from actual work experiences. Action‐learning which focuses on solving complex, real‐world challenges is a common component of leadership development programs. In this paper, the authors describe how this methodology is being carried out in public health leadership institutes and recommend ways to increase the developmental return on these work experiences in public health settings.

These public health leadership programs, partially funded by the Centers for Disease Control and Prevention, reach health care practitioners in 46 states and the District of Columbia. The application of best practices from these initiatives could lead to increased understanding of how to maximize the return from experiential learning initiatives designed to promote life‐long learning.

There is a growing call for novel approaches in education with respect to sustainable development. Transformative learning lacks empirical research. This paper responds to that gap and aims at analysing how transformative learning nurtures ecological thinking.

The Students Swap Stuff sustainability project is the result of a transformative and action-oriented learning process within the course Corporate Social Responsibility of the Master Environmental, Health and Safety Management, Faculty of Economics and Business at KU Leuven, Brussels, Belgium. Framed by the appreciative inquiry method, students set up a swapping system to limit overconsumption, waste and spillage caused by students’ stay in Brussels for a semester or longer. The paper is focusing on participatory action research, using semi-structured interviews with twenty-two participating students exploring whether their assumptions regarding the dominant paradigms in management have been transformed. Forty-nine participants in the closet swap completed a questionnaire related to their motivations.

The project was helpful in rethinking the traditional economic system and in decentering the economic element allowing for a different way of thinking, integrating trust and restoring the value of just giving. Four insights from the Students Swap Stuff project are relevant for other action-oriented learning approaches: start from a specific framework to guide the action; give enough time to dream what might be, but always link it to delivering what will be; insert sufficient moments of reflection; and give the students ample opportunities to express their feelings during the project.

First, the research focused on one case, the Students Swap Stuff, with a limited number of students participating in the project. The aim of action-oriented learning, however, was not mere action, but the action had to lead to insights that are helpful for other cases and situations. Second, the interviews were set up between peers. Information about their background, such as families, preferred activities during leisure time, attitudes in favor of the environment, were not directly integrated in the semi-structured questions. This could be part of follow-up research emphasizing aspects of environmental psychology.

This study reveals that transformative and action-oriented learning demand a lot from students and lecturers. To avoid confusion on the concept “action,” praxis could be used to emphasize that thinking and doing exist simultaneously. Students learn in a natural way, but do not always see the effects immediately. Lecturers have to respond to this in a constructive way and have to include reflection moments on a regular basis.

Apart from the dominant research on students as objects, there is little research with students. This paper goes further by combining two stances: students as co-creators of knowledge; and students as participants in action research.

This monograph is written for those who wish to introduce a greater degree of reality into their management development programmes. It has become very clear that conventional off‐the‐job courses are not necessarily the best way to help managers increase their skills or find new and useful ways of thinking about problems. It is equally clear that if nothing systematic is done to expose managers to new ideas and practices, then existing methods and ways of thinking in an organisation will be reinforced, while the world changes.

Reflecting on 25 years of collaborating in action learning research initiatives in interorganizational settings, the authors have framed three key theoretical contributions: (1) a formula for action learning in networks, (2) the notion of action learning research, and (3) the application of action learning research in networks. This chapter reviews how each of these three key theoretical contributions emerged as insights and were developed over time through three large-scale funded interorganizational action learning projects. The chapter provides insights into the process of theorizing as the authors show how these frameworks emerged through inquiry into experience and were consolidated through collaborative action as practice-based research, research as practice, and practice as research toward designed-in impact.

The purpose of this paper is to explore how action learning concepts were used in two healthcare projects undertaken many decades apart. The specific purpose in both cases was to examine how action learning can contribute to shared learning across key stakeholders in a complex socio-technical system. In each case study, action learning supported joint design programmes and the sharing of perspectives about the complex system under investigation.

Two action learning projects are described: first, the Hospital Internal Communications (HIC) project led by Reg Revans in the 1960s. Senior staff in ten London hospitals formed action learning teams to address communication issues. Second, in the Better Outcomes for People with Learning Disabilities: Transforming Care (BOLDTC) project, videoconferencing equipment enabled people with learning disabilities to increase their opportunities to communicate. A mutual learning process was established to enable stakeholders to explore the potential of the technical system to improve individual care.

The HIC project demonstrated the importance of evidence being shared between team members and that action had to engage the larger healthcare system outside the hospital. The BOLDTC project confirmed the continuing relevance of action learning to healthcare today. Mutual learning was achieved between health and social care specialists and technologists.

This work draws together the socio-technical systems tradition (considering both social and technical issues in organisations) and action learning to demonstrate that complex systems development needs to be undertaken as a learning process in which action provides the fuel for learning and design.

The authors discuss a large system transformation project they designed and implemented in Slovenia at the start of its independence in the early 1990s. Post-mortem insights are useful for practitioners who embark on similarly broad transformation processes. Design issues are discussed such as structuring the pre-contracting phase to guarantee inclusive stakeholder representation and participation throughout the transformation process and how intervention design needs to allow for experimentation and multi-stakeholder alliance building. Application of action research and action learning in a risk-averse environment typical of central governments helped create a sense of ownership, control, and collective accountability in the partner country.

This article seeks to draw out some of the principles and concepts of action research in order to better inform student work based learning. After an introduction that explains the application of action research to work based learning, the article explores the essence of action research. The action research cycle and the notion of meta learning are introduced. A section on taking action research forward addresses pragmatic issues such as: journal keeping, managing role duality, and managing politics and ethics. Finally suggestions are offered for writing an action research dissertation or work based project report.

Concept of “organisational learning” has been widely advocated as one of the solutions for organisational development, especially for those companies requiring high level of technology and knowledge. While being applied to the entire organisation, the concept of organisational learning can also be applied to specific function or project teams, which can be named as “project” based organisations. This paper presents a new approach of learning for the project‐based teams, which integrates learning and project in one, towards organisational learning ideals. Performance evaluation mechanism is also developed. With the developed evaluation, three dimensions of team performance, within the scope of project action‐learning framework would be measured. It would tell the team where it stands at a particular point of time. In order to track the critical variables required to reach the goals, the developed measurement system framework will be adopted in the implementation phase.

Looks at some possible pitfalls in introducing and operating a programme of action learning by drawing on the authors’ own experiences and those of their friends and colleagues.

This paper aims to explain and illustrate the potential for workplace learning from small group projects and the role of action learning in fostering personal, professional and organizational outcomes.

The paper uses a briefing session with resource and other examples to outline an effective process for establishing small group projects in the workplace.

Action learning releases the potential of all team members by enabling them to grow, to innovate and develop their creativity and talent by learning about themselves, from each other and from the workplace.

The paper outlines the approach used by one of the world's leading family resorts to ensure that personal and organizational learning keeps pace with change.

The paper draws on prior experience and examples to explain how an outcomes‐directed process has been embedded in a large resort with large‐scale team member participation.