Papers by Christine Abbott
Action Learning: Research and Practice

Action Learning: Research and Practice, 2022
There has been an enduring problem in defining what action learning is, Revans himself never gave... more There has been an enduring problem in defining what action learning is, Revans himself never gave a single definition and always maintained that there was no one form to what he described as ancient wisdom. What he emphasized in his description of action learning (Revans 2011) includes: to learn with and from each other; to search out the meaning of the unseen; learning by posing fresh questions and people who want to effect change. In their attempt to map the extent, growth and variety of action learning in the UK, Pedler, Burgoyne, and Brook (2005) discovered six varieties of practice in use which included selfmanaged action learning, online action learning, critical action learning, auto action learning, action mentoring, business-driven action learning and. Boshyk (2016) suggests that this has grown to at least 27 varieties worldwide. For those practitioners who are firmly embedded in Revans work on action learning and those who aspire to follow the Revans’ gold standard of action learning (Willis 2004) some of the varieties that have emerged are both exciting and puzzling. However, action learning is evolving with new technologies, practitioners and action learners, and it is the accounts of practice from those currently working with the ideas of action learning that help us to map the journey of action learning practice, of how it is being both interpretated and practiced in the field. This part of the journal is for those practising action learning either as an organiser, facilitator, or participant to share their practice to both support other practitioners and to help us understand the evolution of action learning itself. We welcome contributions to help map the journey of action learning in all of its varieties, why they work or do not work, and examples of what goes on within a set or within a particular organisation or community to explain this. Accounts of practice can be a celebration of the power of action learning, but equally can shed light on questions we do not understand. Sometimes contributors feel uncomfortable about sharing what went wrong, but learning from what feels like a mistake, a mishap or even a depressing/disappointing ending is, in itself, valuable. This section is not peer-reviewed but peer-supported throughout the writing and publication process by fellow practitioners, so we invite you to add your experiences to the understanding of how action learning is applied and practiced. Don’t delay – contact us! In this edition, we have accounts of practice from Scotland, South Africa and China that reveal in their variety of approach the authors understanding of action learning and its practice. In the first account Sharp et al, describe the implementation of a process of collective action inquiry to bring about a coaching culture within and across a public service organisation in Scotland. The stated intention of their work ‘ ...was to develop a simple way to have coaching style conversations in a range of settings to complement more formal approaches.’ Yet to achieve this, their approach is a systemic solution that places collective learning above procedure to achieve the commissioned aim. The authors position the action inquiry methods they adopted as a new interpretation of action learning. Indeed, their account of practice describes a process of action learning on a grand scale whereby people learned by doing
Action Learning: Research and Practice, 2017

Journal of Work-Applied Management, 2022
PurposeThis study aims to explore a self-managed action learning (SMAL) initiative undertaken by ... more PurposeThis study aims to explore a self-managed action learning (SMAL) initiative undertaken by social work assessors in England, which led to insights into the practice of SMAL.Design/methodology/approachThe paper draws upon the experience of the authors in relation to an actual SMAL intervention in a social care context in England.FindingsThe paper suggests that, in contrast to extant literature, it is not the absence of an “expert” facilitator, which has proved to be most challenging but rather dealing with the practicalities of managing inter-organisational sets online. Specific individual and inter-organisational learning came about as a result of the SMAL initiative, including the implementation of inter-organisational networking to support isolated assessors.Research limitations/implicationsThe ideas and perspectives discussed in this paper will be explored through further empirical research.Practical implicationsThe paper illustrates how SMAL can be implemented and suggests...

Human Relations, 2015
This article explores the idea of unlearning on the basis of empirical data drawn from 73 social ... more This article explores the idea of unlearning on the basis of empirical data drawn from 73 social workers’ accounts of addressing their problems and challenges in critical action learning sets. To address intractable or wicked problems, characterized by having multiple stakeholders with competing perspectives and by an absence of obvious solution, it may be necessary first to unlearn existing responses and to ask fresh questions to illuminate what is as yet unknown. Action learning privileges questions over solutions in seeking learning from action on organizational challenges, whilst critical action learning is a variety that employs insights from critical social theory to promote critical reflection and unlearning in this process. The article breaks new ground in claiming: first, that unlearning in the context of the wicked problems of social work is characterized less by the discarding of outmoded knowledge and routines and more by a critical unlearning that opens up new possibili...
Action Learning in Social Work
Action Learning: Research and Practice, 2016
Action Learning: Research and Practice, 2016

Action Learning: Research and Practice, 2021
For many of us, our everyday work and leadership practices have turned upside down in a relativel... more For many of us, our everyday work and leadership practices have turned upside down in a relatively short space of time. We’re adapting our ways of working quickly, but we also need to adapt how we learn, problem-solve and make sense of all this change. While action learning has undergone its own steady rate of evolution and expansion into a number of sub-disciplines, it may be fair to question if action learning has ever before been adapted as freely as it is now. All three of this edition’s accounts of practice centre on the theme of flexing, adapting and evolving action learning. More specifically, they each touch on the tension between honouring the ‘classic’ action learning principle of using questioning to generate insight, and allowing a less restrictive exchange of solutions or ‘content’. The first account by Bird & Duffy examines the use of action learning as a core part of a Doctorate in Business Administration (DBA) programme. The authors describe their reactions and feeli...
Action Learning in Social Work

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Action Learning: Research and Practice, 2014
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Action Learning: Research and Practice, Jan 2, 2019
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Papers by Christine Abbott