Action learning, originally called "action research," is a tool of organizational development created in the 1940s by Kurt Lewin in the United States and Reginald Revans in England. In many ways a precursor of Japanese quality circles in the 1980s, action learning consists of small-group efforts in an organization to solve problems at a grass roots level. Designated teams work together to set tasks, come up with solutions, and effect change from below. The term sometimes is used in a much broader sense to simply mean "learning on the job."
1948 | Kurt Lewin: Resolving Social Conflicts: Selected Papers on Group Dynamics. |
1951 | Kurt Lewin: Field Theory in Social Science: Selected Theoretical Papers. |
1969 | Alfred Marrow: The Practical Theorist: The Life and Work of Kurt Lewin. |
1980 | Reginald Revans: Action Learning: New Techniques for Management. |
1982 | Reginald Revans: The Origins and Growth of Action Learning. |
1983 | Mike Pedler (ed.): Action Learning in Practice. Anthology of articles on the British action learning movement started by Revans. |
1987 | Marvin Weisbord: Productive Workplaces. A readable history of organizational development, including action learning. |
2000 | David Garvin: Learning in Action: A Guide to Putting the Learning Organization to Work. |
See also Learning Organization Lessons Learned Organizational Development (OD)