Action learning in the service of food security and poverty alleviation in Mozambique

ABSTRACT

We report the use of action learning within a state-owned enterprise charged with delivering a large food security and poverty alleviation program in Mozambique. Successful management of the program requires the co-ordination of a wide variety of different stakeholders including both commercial and subsistence farmers, community leaders and international private investors. Organizational issues arose within the program as efforts to foster cooperation were hindered by apparently intractable differences in the agendas of autonomous stakeholders. When the stakeholder conflicts could not be resolved with traditional project management techniques, an action learning practice was developed in order to more thoroughly explore the barriers to cooperation. In describing the challenges of adopting action learning in this context of social action, we draw attention to three particular elements of the practices developed: an unusually large and diverse action learning set; fostering critical reflection within a culture that does not question seniors; and having a set facilitator who identifies as a scholar-practitioner.

KEYWORDS:

• Food security
• poverty alleviation
• diversity
• scholar-practitioner
• action learning

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes on contributors

Armando Machevo Ussivane is the Chairman of RBL, EP – a Mozambique Government agency in charge of the management of the Baixo Limpopo Irrigation Scheme. The objectives of this scheme are food security and poverty alleviation through improved agricultural productivity. His career includes 18 years of experience in the management of agriculture development projects. His research interests lie within the areas of inter-organizational collaboration including partnerships and technology transfer in cross-cultural agriculture contexts. Armando holds a Doctorate in Business Administration from the University of Liverpool, United Kingdom.

Paul Ellwood is a Senior Lecturer in Management at the University of Liverpool. His research interests are broadly in the area of science-led innovation and include technology transfer and the organization of university scientific research groups. His early career included leadership positions in a private science-based industry. Since moving to a university management school, he has become increasingly interested in issues relating to the engagement between academic research and management practice.