Since Reginald Revans first introduced the theory of Action-Learning to workers in England in the 1940s , the approach has become a dynamic process that assists organizations to challenge the status quo, and to develop creative, flexible and successful strategies. Action- Learning has emerged as an approach of choice for global companies and government agencies all over the world that want to chart a new course in a turbulent global economy, improve on the job performances, cut costs, create new products and services and change the cultures of their organization. Companies all over the world use Action- Learning to enhance Individual Competencies to; solve complex problems, generate expansion in corporate capabilities, develop leaders and build teams.
Action-Learning, or Learning by doing as it is often called, states that the process of learning works best when individuals are able to position inquiry to identify the exact nature of an organizational problem, and through critical reflection, identify possible solutions for the complex problems. These solutions form the basis of actions taken to improve performance and , in the process of taking action or immediately after, individuals reflect on their experiences, compare their behaviour to “best practise” and from this process learn how to do something better next time. That is, people learn most effectively through doing and sharing their experiences (and ‘ignorance’) in groups.