The world today is knowledge-driven. Organisations which were managing to tag along were the first casualties of the present economic downturn. It is more evident now than ever before that only knowledge –driven organisations can cope in the contemporary business environment.
Experts have averred that staying ahead of competition is one of the few guarantees of business success. To do this, an organisation needs to be proactive, innovative and quick at solving problems. Action learning is one of the tools used by management to keep the organisation’s development curve on the upward swing.
Reg Revans, academic professor, administrator and management consultant who pioneered action learning, opined that it is a powerful tool that enables both individuals and organizations learn and grow. Fashioned to tap into the power of collectivity and the tendency for people to learn better when they focus on a problem together, action learning seeks to exploit the knowledge and experience of  people who form the learning set for insightful problem solving and widened experience.

Action learning
action learning has been described as “a dynamic process that involves a small group of people solving real problems, while at the same time focusing on what they are learning and how their learning can benefit each group member, the group itself and the organization as a whole”, by Michael  Marquardt, professor of human resource development and international affairs.
According to him, Action learning’s most valuable capacity is its amazing, multiplying impact to equip individuals, especially leaders, to more effectively respond to change. Learning is what makes action learning strategic rather than tactical. Fresh thinking and new learning are needed if we are to avoid responding to today’s problems with yesterday’s solutions while tomorrow’s challenges engulf us.
In his pioneering work on the subject, Revans The Action Learning equation is written as L = P + Q where L is the learning that comes out of a combination of P—programmed or prior knowledge—and Q—insightful questioning

AL in use
Action learning is used as an easy platform for making a team or group of people come together to solve a shared problem or find solution to an issue bothering the organisation. Action learning involves the creation of Action Learning Sets (ALS) that are facilitated by someone external to the problem or situation. Members of an Action Learning Set learn on many levels. First, they learn about the problem and how to resolve it. Second, they learn about themselves, their approach to problem solving, and the way they respond to their colleagues in a team setting. Third, they learn about learning itself.
Action Learning is considered ‘double loop learning’. This is a term coined by Chris Argyris to indicate that learning under the AL platform is not merely superficial and easily forgotten, but that it changes the knowledge base through action of the individual.
Perhaps action learning’s most valuable capacity is, according to  Marquardt, “its amazing, multiplying impact to equip individuals, especially leaders, to more effectively respond to change. Learning is what makes action learning strategic rather than tactical. Fresh thinking and new learning are needed if we are to avoid responding to today’s problems with yesterday’s solutions while tomorrow’s challenges engulf us”.

Components
Building on the foundation of Revans, Marquardt proposed that action learning can be base on the following components
A problem: this refers to a subject of the learning exercise. This can be a project, challenge, opportunity, issue or task. Action learning centers around a problem, project, challenge, issue or task, the resolution of which is of high importance to an individual, team and/or organization. The problem should be significant, urgent and be the responsibility of the team to solve.
An action learning group or team: The core entity in action learning is the action learning group also called a set or team. Ideally, the group is composed of four-to-eight individuals who examine an organizational problem that has no easily identifiable solution. The group should have diversity of background and experience so as to acquire various perspectives and to encourage fresh viewpoints. Depending upon the action learning problem, groups may be volunteers or appointees, may be from various functions or departments, may include individuals from other organizations or professions, and may involve suppliers as well as customers.
Learning process; this should emphasize insightful questioning and reflective listening
Action learning emphasizes questions and reflection above statements and opinions. By focusing on the right questions rather than the right answers, action learning focuses on what one does not know as well as on what one does know. Action learning tackles problems through a process of first asking questions to clarify the exact nature of the problem, reflecting and identifying possible solutions, and only then taking action. The focus is on questions since great solutions are contained within the seeds of great questions. Questions build group dialogue and cohesiveness, generate innovative and systems thinking, and enhance learning results.