When certain norms and structures are present as part of the action learning process, not only is learning enhanced but more powerful actions are taken as a result of the working session. This article provides a conceptual framework for considering the appropriate balance between action and learning, and shows through practical examples how this balance can be achieved while ensuring that the session leads to real business results. It focuses on three specific elements: (a) ensuring that the business problem is urgent, (b) encouraging appropriate diversity in the group membership, and (c) taking steps to ensure there is commitment to action. Finally, the authors share best practices drawn from practical organizational experience. These include pilot testing the process and sharing results with corporate sponsors and top leadership.
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