Culture and commitment: the key to the creation of an action learning organization

This article examines the introduction and practice of action learning into a highly volatile, commercial environment. During nine years of action learning projects, the impact on individuals, the action learning sets into which they were formed, the organization and its structure and the organizational culture were evaluated. The article demonstrates the potential benefits of action learning over other process improvement initiatives provided the issues of cultural alignment (of a program with an organization) and management commitment are addressed.