Action Learning is based on the principle that people learn best when working collaboratively with others to tackle issues that have relevance to real life. The process involves experiential and peer learning, reflective listening and a commitment to take action. Action learning can take place online, offline or using a blended approach. Online action learning otherwise known as virtual action learning uses collaborative technology to facilitate learning when participants are geographically dispersed. Action learning is often facilitated by a coach trained in the method. In the Action Leaning process there are scope together with a small group of peers to solve real workplace challenges. In doing so, all participants learn from the experiences of others in the sector. The focus on real and current, contemporary issues from their respective fields of studies, and on practical solutions and action, ensures results can be applied and actions implemented straight away, benefitting individuals and organizations. To clarify the core concepts of action learning, effectiveness of Action learning model, methodology, this article relies on previous scholarly articles and contents of action learning research and the author’s individual experience in action learning approach. Furthermore, this article will provide information on the methodologies, global business schools involvement in Action Learning, PDCA and advantages and effectiveness of action learning. Higher educational Institutions (HEIs) entrepreneurs may implement Action Learning Methodologies and its philosophy to run their programs for an effective program outcomes and goals. But not the least, students or trainees also may participate to boost their managerial – professional knowledge and develop their skills in their particular professional areas. The Action Learning approach has gained global recognition for its unique ability to solve real-world challenges while fostering learning and growth. Lastly, action learning emphasizes its role as a transformative tool for organizations to understand and navigate complex problems. It highlights the importance of problem identification, learning set formation, and the iterative action and reflection cycles. The process fosters a culture of continuous improvement and innovation, preparing individuals and teams to tackle real-world challenges effectively.

Keywords: Action Learning, Action Learning model, Action Learning Approach, Action Learning components, Action Learning methodologies, Action Learning in higher education Institutions, HEIs, Action Learning for skills development, Action Learning recognition,

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