Use of Action Learning as a Vehicle for Capacity Building in China

Abstract

This article describes the use of action learning and action research in the development of management training institutions and management development experts in China. A case study is reported here which was based on a technical cooperation project between Switzerland and China which took place from 1994 to1996. The aim of this project was to build up the Chinese Government's institutional capacity in support of its policy to modernize its public administration and to strengthen its management of public enterprises. Conclusions from this case analysis illustrate that it is possible to operationalize action learning and action research methodologies successfully in China and to bring about organizational, managerial, professional, and personal development. It also illustrates needed adaptations of applying these management development strategies in the context of an international transfer of know-how. Learning took place at two related domains, i.e., at the domain of Chinese organizers, trainers, and managers who participated in the project and at the domain where the two partner institutions of the project interacted. More work is needed to better understand how to accelerate the development of facilitators and to manage structural and cultural constraints when one applies action learning and action research methodologies to large and complex systems in transitional economies within an Asian cultural environment.