The contradictions of impact: Action learning and power in organizations

Reference:

Vince, R., 2012. The contradictions of impact: Action learning and power in organizations. Action Learning: Research and Practice, 9 (3), pp. 209-218.

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Official URL:

http://dx.doi.org/10.1080/14767333.2012.722356

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.

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