Action Learning

The purpose of MarquardtÆs (2004) article is to demonstrate through case examples how some brand-recognizable companies are using a powerful workplace learning tool, known as action learning, to facilitate problem solving and leader development.

One of the main points of the article is to demonstrate the simplicity, immediate applicability, and low cost of implementing action learning in the organization. Action learning is a workplace learning tool that focuses on ôreal people resolving and taking action on real problems in real time and learning while doingö (Marquardt 2004, 28). The process of action learning requires choosing a problem, challenge, or opportunity and then forming an active learning team of four to eight people ôwith diverse backgrounds and experiencesö (Marquardt 2004, 28). In order for the benefits of action learning to materialize, the learning team must have the authority to take action or know their recommendations will be implemented. The groupÆs members must be committed to learning, for problem resolution is the short-term gain from action learning but the more enduring long-term gain that amplifies its benefits happens ôwhen the learning gained by each group member, and the group as a whole, is applied strategically throughout the organizationö (Marquardt 2004, 29).

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group or team. The core entity in action learning is the action learning group that is ideally composed of four to eight people with diverse backgrounds and experiences. Those differences will enable the group to see the problem or task from a variety of perspectives, and thus be able to offer fresh and innovative viewpoints. Depending on the action learning problem, groups may be volunteers or be appointed, may be from various functions or departments, may include individuals from other organizations or professions, and may involve suppliers as well as customers. A process that emphasizes insightful questioning and reflective listening. Action learning emphasizes questions and reflection above statements and opinions. By focusing on the right questions rather than the right answers, action learning focuses on what one doesnÆt know, as well as on what one does know. Action learning tackles problems through a process of first asking questions to clarify the exact nature of the problem, reflecting and identifying possible solutions, and moving only toward consideration of strategies and possible action. Questions prevent the group from solving the wrong problem and precipitously jumping into wrong action. In addition, the reflectiv
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Some common words found in the essay are:
Wales England, GE Electric, National Semiconductor, Deutsche Bank, Michael Jun, action learning, Six Sigma, Solving Action, Sony Boeing, Electronics KoreaÆs, Portland Maine, marquardt 2004, learning action, action learning action, taking action, power action, learning action learning, power action learning, learning team, learning process, tdjune 2004, action learning coach, learning coach, deutsche bank, process action learning,
Approximate Word count = 3704
Approximate Pages = 15 (250 words per page)

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