When action learning doesn't ‘take’: reflections on the DALEK programme

Abstract

This article describes the use of ‘business-driven’ action learning in a healthcare setting. It reviews and reflects on an example where action learning does not ‘take’, identifying the likely causes of this. It also poses four questions – whether action learning is counter-cultural in some organisations; whether the Organisation Development function is really developmental; whether the nature of the contracting process for external help adversely influences action learning; and whether the external consultant should challenge the brief.

Keywords:

• business-driven action learning
• health care
• organisation culture
• organisation development
• contracting
• external consultants