Management education and the challenge of action learning

The phenomenal growth of management education in the last two decades has been accompanied by much controversy. Critics consider that business schools tend to concentrate on theory and on quantitative analysis, while neglecting interpersonal relationships and qualitative thinking. It is often stated that management education should be experience-based, active, problem oriented and modified by feedback. The extent to which Action Learning meets these criteria is discussed in this paper. The difference between Action Learning and other types of management education is stressed.Attention is drawn to Action Learning programmes that have been conducted in Belgium, in the United Kingdom and in Australia.Various difficulties that may be encountered in introducing Action Learning to management schools are described and some strategies for overcoming these difficulties are suggested.The paper mentions problems connected with evaluating Action Learning programmes and suggests that Action Learning may be useful in management education.