The contradictions of impact: action learning and power in organizations

Abstract

In this polemical essay, Professor Russ Vince argues that it is important to understand the contradictions that can be generated by action learning. This method is a powerful and effective approach to managers' learning that can underpin transformations of management practice. However, any method for learning, no matter how convinced we are of its efficacy, is tied to organizational power relations and their effects. It is likely that the radical potential of action learning sits side-by-side with the political purpose that the use of the approach might serve. Power relations create contradictions in how learning methods are felt, used, and understood. Engaging with the contradictions of action learning has the potential to improve its impact and effectiveness.

Keywords:

• contradiction
• critical action learning
• impact
• power
• emotion
• learning inaction

Acknowledgements

The research on ‘Power Sharing Between Clinicians and Managers in the NHS' was conducted with Professor Richard Cantor and Dr Shuchi Sinha. The South West Strategic Health Authority and the National Clinical Leadership Fellowship Council provided funding for the research. A copy of the initial report ‘Building Collaborative Capacity: A Step Forward’ is available on request from [email protected]

Notes

This essay is a written version of a plenary talk delivered to the International Action Learning Conference, Ashridge Business School, 3 April 2012.