Linking action learning and inter-organisational learning: the learning journey approach

Abstract

The article presents and illustrates the learning journey (LJ) – a new management development approach to inter-organisational learning based on observation, reflection and problem-solving. The LJ involves managers from different organisations and applies key concepts of action learning and systemic organisational development. Made up of practitioners from 6 to 8 organisations, the LJ visits each of the organisations to explore management practices, taking into account their particular organisational context and challenges. Following a sequence of (a) becoming aware of the particular organisational context, (b) learning about established management practices and (c) working on a current challenge as ‘comrades in adversity’, the article introduces and illustrates the LJ approach. The article closes with a discussion of the approach's challenges and implications for research on – and development of – inter-organisational learning processes.

Keywords:

• action learning
• management learning
• inter-organisational
• reflection

Acknowledgements

The author acknowledges the contribution of the practitioners who were part of the Learning Journeys and made it possible.

Disclosure statement

No potential conflict of interest was reported by the author.

Notes on contributor

Thomas Schumacher is senior lecturer at the Institute of Systemic Management and Public Governance at the University of St. Gallen. He is teaching change management, strategy development, and leadership and heading the research program “Systemic Management”. His current research interests focus is on the management of uncertainty in organizations, management learning and collaborative research methods. He is co-editor of the “Zeitschrift für Organisationsentwicklung” and partner of the osb-international, where he is working as a management consultant in the field of strategy and organizational development.