The inseparability of action and learning: unravelling Revans' action learning theory for Human Resource Development (HRD)

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This paper argues that as much as learning and action are inseparable, there are situations that could reinforce or disrupt the dialectical relationship between them. It aims to clarify the interdependence between action and learning from a social constructivist perspective in order to conceptualize action learning as a type of transformative experience. We argue that the existing theorization of action learning is somewhat narrow which posits that learning is independent of any formalized organizational programme. This assumes that learning takes place on its own without considering the context in which it occurs. The paper therefore (1) extends the individualistic focus of Revans’ action-learning theory; (2) unravels action learning as a transformative process rather than merely a tool in solving organizational problems; and (3) links action learning to HRD that can lead to a continuous process of questioning emerging complexity in organizations.