Reflections on working with critical action learning

Abstract

Critical action learning engages participants in a process of drawing from critical perspectives to make connections between their learning and work experiences, to understand and change interpersonal and organisational practices. But what does this mean in practice? How can critical action learning be expedited? What outcomes can critical action learning have for participants, and can the hopes for critical action learning be fulfilled? The intentions of this paper are to contribute reflections of our empirical experience on working with critical action learning in management development.

Acknowledgements

We would like to thank the course participants who allowed us to use their critical reflection papers for this study.

Notes

Names and other identifying details have been changed to protect anonymity.

This is the reference as presented in the original student paper, but full bibliographic detail was not given there and the authors of this article have not been able to trace the original source.