ABSTRACT
The combination of external and internal project advisers was an important feature of the process; without the external adviser the programme would have been over-influenced by GEC styles. The initial action learning programme was not the beginning of significant developments or changes within GEC. The decision to run the programme was effect rather than cause since change was already under way. But this did not diminish the role of the programme in providing a platform for people to discuss a wide range of topics affecting the company. These included business performance ratios, research, development and investment as well as personnel policies including communications, consultation and involvement. These discussions were important to participant managers and the company. Participants met and talked with GEC's managing director and the managing directors of operating companies.
