Leadership in Action: Taking Action: A Case Study in Dynamic learning

TOUGH DECISION

CCL advocated the use of action learning, believing that the new leadership capabilities could best be developed not through individual training and development but through a collective and shared learning process based on actually trying out the new capabilities. CCL believed that the Postal Service required development of its leadership culture and that such broad and deep change could best be achieved through experimentation with new leadership behaviors.

It was not an easy decision for the executive committee to make. For one thing the Postal Service had experimented with action-learning projects in another executive development program and had not been fully satisfied with the results. These earlier action-learning projects ...