Action Learning and Its Applications in Government: The Case of South Korea

Abstract

Action learning has become popular in government and business training programs around the world. The adoption of action learning by multinational corporations, such as GE and others, has stimulated the Korean government into utilizing it for management and leadership development. The Korean government is a latecomer in adopting action learning. In other words, the application and utilization of action learning in central government training programs are basically new developments over the last couple of years. We report the experiences of the Korean central government in using action learning. We also present some lessons learned and implications for further developments.