This document discusses key factors and concepts related to the action learning process. It describes action learning as using problem-solving, questioning, and reflection to address real-world challenges. The benefits listed include applying new skills and knowledge, engaging leadership, increasing ownership and creativity, improving communication, and fostering personal growth. Action learning projects are meant to be important and challenging issues for both the participant and their sponsoring business.

1. Action Learning Job Aid
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Four Key Factors Related to the Action Learning Process
Challenge Assumptions in the Critical Reflection Process
The Action Learning process of active questioning and probing promotes critical reflection and dialogue. In the early
phase of problem solving, the use of open-ended questions expands communication by creating divergent
conversations. Once many different perspectives are voiced, be sure to deeply challenge your own assumptions. Analyze
assumptions, challenge personal biases, speculate imaginatively, and skeptically reflect.
Why Use Action Learning?
Using Action Learning is the perfect opportunity to take the new skills, knowledge, tools and methods acquired and
practiced in the learning forum and apply them to real world GE Power Services sales management problems and
challenges. It requires immediate application of the learning for the beginning of behavior change.
Benefits of Action Learning
1. Linked to Learning: Allows participants to use new skills and knowledge on real world business application
2. Engages Leadership: Leaders identify action-learning topics and sponsor team members
3. Ownership: Team members take greater ownership of the action-learning project assignment
4. Creativity: Diversity among the action-learning team members ensures different points of views
5. Communication: Cross-functional action-learning teams increase and improve richness of communication
6. Personal Growth: Action-learning transforms people beyond their comfort and learning zone
7. Encompasses the Entire Learning Process: Five phases, if done properly
The Business Case for Action Learning
Action Learning leads to improved competencies in the areas of cognitive skills (analytics, strategic thinking, and
creativity), execution skills (customer focus, planning, program management, and results), relationship skills (influencing,
engaging and inspiring, collaboration, and relationship building) and self-management skills (estabishing trust,
adaptability, impulse control, and curiosity).
What is an Action Learning Project (ALP)?
An Action Learning Project is work done on an
issue/challenge/opportunity that is challenging enough to the
participant that it requires concerted effort to be successful,
and is important enough to the business that it is sponsored by
an executive who will take an active role in supporting the
project work.
What is Action Learning?
The purpose of Action Learning is to take problem-
solving action, using insightful questioning and
reflective listening, while developing a learning culture
among organizations, leaders, and teams. The result is
high-performing teams, who display collaborative, and
power-sharing leadership behaviors.

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The Building Blocks of Action Learning Linking Learning to Work:
Action Learning Program: Sponsor Responsibility – High Level
1. Phase I: Meet with your team members prior to the learning forum, to agree on an ALP that is a challenging,
mutually exciting and a beneficial business opportunity.
2. Phase II: Review your role and responsibility during Phases III and IV.
3. Phase III: Flesh out the details of the ALP with your team member so project work can begin.
4. Agree on when and how you’ll be updated on the project’s progress; set your expectations for how the newly-
acquired skills and tools will be incorporated in the team members work; agree on what coaching/support you
will provide during the 3-4 months’ project work; and on how you’ll be informed about the learning
reinforcement activities and assignments.
5. Phase IV: At the time of the agreed-upon completion date of the ALP, convene an appropriate group of people
to hear the team members present their results, lessons learned, recommendations and next steps.
Helping You Frame up an Action Learning Project
Questions to think about:
1. Is the issue/challenge important to GE Power Services and critical to the individual’s business?
2. Is the issue/challenge scoped narrow enough to allow the individual to:
– Define the issue/challenge, apply the new skills and knowledge toward, and
– Develop a compelling and effective set of solutions within 3-4 months, and
– Have hypothesized quantifiable business results?
3. Is the scope of the issue/challenge within the reach of the individual?
– (It can’t be a chronically difficult GE Power Services problem that is too complex to be taken on by this
particular individual in this timeframe.)
4. Does the issue/challenge have “real sponsorship?” Are you, the team member’s manager, interested in the
issue, looking forward to implementing good solutions and available to support with information and coaching
throughout the project/process?
History of Action Learning: Action Learning was pioneered by Reg Revans in Wales, England in the 1940s. Since then, multiple organizations have enjoyed success
from using the concept as an integral part of their global leadership development programs (for example: Wells Fargo, Boeing, Sony Music, Microsoft, Ernst & Young,
Goodrich, Panasonic, and Nationwide Insurance).