n additional main point of the article is to highlight the benefits that accrue to the organization from implementation of action learning and action learning groups. This is demonstrated by presentation of a number of successful case examples from companies like GE, Boeing, Sony, and others who have derived some or all of the following benefits of action learning and action learning groups: 1) solve complex, urgent problems, 2) develop skilled leaders, 3) quickly build high-performing teams, and 4) transform culture and create learning organizations (Marquardt 2004, 30).
Harnessing the Power of Action Learning opens with great praise, from brand-company chairmen, for a workplace learning tool that has proven highly beneficial to brand-organizations for problem solving and leader development. The author then provides a history of action learning, a system of real people resolving and taking action on real problems and learning in the process. Action learning was developed in the coal mines of Wales and England in the 1940s (Marquardt 2004, 28). While it has evolved in different forms, the main components of action learning include defining a problem, project, challenge or opportunity. An action team is then empowered to resolve the problem or seize the challenge or opportunity. Such teams should comprised of people from diverse backgrounds and experiences to offer the team a ôvariety of perspectivesö leading to more innovative alternatives (Marquardt 2004, 28).
Marquardt (2004) then provides the eight steps required in the action learning process, ones that include reframing the problem, defining goals, taking action and capturing learning. Implemented properly, action learning does more than help the organization resolve problems, tackle projects, or seize challenges and opportunities. It also helps develop leadership skills, fosters high-performing teams, and transforms the company into a creative learning organi...