How action learning supports long term leadership development outcomes

Have you ever taken a class that felt less like school, and more like fun? Chances are, your teacher asked thoughtful questions, facilitated lively discussion, and encouraged group work. Your learning felt natural, and it probably stuck.

Your experience wasn’t mere coincidence. It was an example of action-learning.

What is action learning?

Rosa Cendros, Senior Learning Experience Designer at The Ivey Academy, says that action-learning falls under the umbrella of constructivist theories. Constructivism suggests that people learn more effectively when they can connect content with what they already know, and that each learner can - and should - make learning useful to their real problems.

In other words, action-learning is rooted in gaining knowledge through doing. Unlike more traditional teaching methods where students are often passive listeners, action-learning prioritizes communication, creativity, collaboration, and continuous improvement. The goal is to put what you’ve learned into practice, and then to examine and learn from the results. 

“It’s about learning for action, and learning from action,” Cendros says.

A brief history of action-learning

The action-learning approach to problem-solving was pioneered by British professor and management consultant, Reg Revans (1907 – 2003). Originally a doctoral student in astrophysics, Revans was inspired by the way scientists recognize their own ignorance, share experience, and work together to advance knowledge.

Revans applied his observations while working for the United Kingdom’s National Coal Board in the 1940s, discovering that managers were most effective when they tackled specific challenges together, in small groups.

Why action-learning?

“Action-learning as a pedagogy was specifically designed to solve business problems, so it’s very applicable to executive education and leadership development,” says Cendros.

The method is particularly effective at solving complex problems and developing leadership skills because it encourages people to ask questions, exchange information, and work together to find creative strategies and solutions.

By working in small groups, participants learn how to be active listeners, and to consider alternate perspectives before developing a plan. In addition, action-learning asks leaders to reflect and learn from the outcomes of any action taken.

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Nicole Laidler is a freelance reporter, copywriter and content creator, serving clients in London, Toronto and throughout Southwestern Ontario. She helps people grow their success, one word at a time.