An Action Learning Failure in a Dutch Municipality

Abstract

Action learning publications mostly focus on success stories, in which applications that went exceptionally well are discussed. These applications often look at profit-oriented business organizations. This paper describes an application in a government setting that went wrong. Albeit a single case, the results of which cannot be generalized, it does provide valuable insights into how an action learning program may be structured. The theoretical underpinnings of the approach provided by its founder, the late British astrophysicist Reg Revans, form the background of the analysis. We conclude with lessons learned from the case.