Action Learning (also known as Quad Coaching) are small, focused groups of individuals who come together to support one another’s development through structured dialogue and problem-solving.
But why do we use this method, and how does it benefit the leaders, teams, and organisations we work with?
Why we use Action Learning
Building a culture of peer-to-peer support
Action learning is designed to foster a culture of peer-to-peer support within organisations.
We believe in helping organisations move away from a reliance on external coaches or processes by equipping their people to support one another.
This approach cultivates a “muscle” of mutual assistance, ensuring that employees can seek and offer help directly. As a result, the organisation becomes more self-sufficient, and the dependency on external resources is significantly reduced. Individuals learn to lean on one another and collaborate in addressing challenges.
Grounding learning in practicality
One of the key strengths of action learning is that it roots development in real-world challenges.
Rather than relying on the organisation to dictate what employees need to learn, we empower individuals to define their own learning needs. When someone says, “I need help with X,” the group of peers steps in to offer insights, guidance, and support.
This not only encourages role modelling of vulnerability but also shifts accountability for learning to the individual. By allowing people to determine what they need help with, we ensure that the learning is both practical and immediately applicable.
How we use Action Learning
Action learning is versatile and can be applied in various ways, whether in-person or on a global scale remotely. We’ve implemented it in different contexts and with diverse groups:
Global scale
For example, at Vodafone, we facilitated Action Learning Sets with their top 300 leaders and functional heads. This helped them collaborate on development across geographical and functional boundaries.
Development programmes
We also use Action Learning Sets in leadership development programmes to support individuals on similar career trajectories. These groups help each other with specific development needs, enhancing both personal growth and collective leadership capabilities.
Team Effectiveness
For international teams that rarely gather as intact units, we create Action Learning Sets in smaller subsections. These groups rotate over time, allowing team members to collaborate with various colleagues without the need for full-team meetings. Importantly, the focus remains on practical problem-solving rather than abstract or ephemeral discussions, ensuring that the time spent together is impactful.