William Reginald Revans (14 May 1907 – 8 January 2003) was arguably one of the most influential of British educationalists of the twentieth century. He pioneered Action Learning, which today is among a handful of educational innovations which has survived and developed as a theory of action, and a theory in action
In the course of a lengthy and illustrious life, a mythology built up around this remarkable man. However, in late 2007, definitive biographic materials remained hard to find. For example, in Wikipedia, there was no entry on Revans. You have to explore wikipedia for Action Learning, his professional legacy.
One excellent but brief biographic account provides a glimpse of a remarkable professional career. There are the early critical incidents: a childhood recollection of attending the memorial service of Florence Nightingale (perhaps the story became replicated through his later distinguished efforts within the National Health Service). A discussion with his father, a maritime surveyor who had become involved in the enquiry into the sinking of the Titanic, provided another critical incident. Revans was introduced to the notion that ‘we must learn to distinguish between cleverness and wisdom’, a principle he retained throughout his life.
Revans was trained as a physicist at London and Emmanuel College Cambridge, later working with Rutherford’s Nobel-winning team at The Cavendish laboratories (1932-1935). Rutherford’s approach and team meetings could be taken as exemplars for action-centred learning. At that time Revans had also gained distinction as a gifted athlete, competing to Olympic level.
The Rise of Action Learning
In the 1930s, Reg Revans began his career as a senior manager, initially as Director of Education at Essex County Council, where he also began a long association with the Health Service. These experiences along with emergency service in the London Blitz of 1940, confirmed his growing philosophy (and practice) of learning by doing.
There followed a decade as an academic at The University of Manchester (1955-1965). He had become the first Professor of Industrial Management and he continued to diffuse his innovative ideas of action learning. But it was after he left his University post, that his ideas were to gain international recognition.
The most impressive, and often repeated claim is that his work, through an extensive cluster of active learning projects in Belgium, directly improved that nation’s industrial productivity over the period 1971-1981.
One article summarised the workings of Action Learning as follows:
People learn most effectively not from books or lectures but from sharing real problems/projects. The [action] learning process may be expressed as:
Learning (L) = Programmed knowledge (P) + the ability to ask “insightful” Questions (Q)
Programmed knowledge (P) is conveyed through books, lectures, and other structured learning mechanisms. Insightful questions (Q) are those questions that are asked at the right time and are based on experiences or an attitude about ongoing work projects.
• The learning context must be a real working/project
• Scheduled input of theory knowledge /lectures should be kept to a minimum and more time for time for workshops, meetings and questions
• Commitment from top management and team members with No hidden agendas
• An independent adviser needs to be present from the life of the team to facilitate, help or guide when needed.
• An atmosphere of and openness to confronting sensitive internal issues.
• Flexibility in terms of scheduling
‘Moral Bankruptcy Assured’
Reg enjoyed creating learning aphorisms. One of his favorites summed up his view of the emerging Business School methods and the MBA degree, which he liked to describe as Moral Bankruptcy Assured.
It was an irony that his penetrating insights into the dominant educational model was directed from a member of a University whose Business School prided itself in its own version of learning by doing, the so-called Manchester Method, and whose academics included several international figures such as Stafford Beer, Enid Mumford, John Morris, and Teddy Chester, who were contributing to a non-traditional educational approach. Professor John Morris was but one who became an active participant in the advancement of Action Learning subsequently.
However, we have the nearby University of Salford to thank for keeping alive Action Learning within a vibrant North-West England group of action researchers. By another irony, leading figures have more recently rejoined the University of Manchester, with plans to develop further the theory-in-practice ideas of Reg Revans.
[…] to action learning pioneer, Reg Revans, the most powerful learning is profoundly embedded in sharing experiences, which can be achieved […]
[…] sector; the relocation of 45% of an organization’s employees to a new location.” My mentor, Reg Revans use to say, in his rather outdated way, “These are problems about which reasonable men can […]