Account of Practice: Action Learning as an Organizational Change Vector

This design-based case study examined the engagement between leaders during the implementation of the evidence-based management framework. The goal is to support more informed strategic decision-making and better organizational outcomes. The opportunity for the researcher and practitioner to serve in a dual role led to meaningful change and helped overcome challenges in translating a predominantly academic theory into practical application. The approach combined intervention research with nexus analysis and interdiscursivity, exploring the relationships among dual-process theory (intuition versus rationality), mutual learning, and critical thinking among leaders responsible for expanding evidence-based practices to improve organizational results. The study's findings support the idea that action researchers should engage in some level of risk-taking, focusing less on convenience and more on research that directly benefits managers and their practice. Consequently, this study provides a practical approach to change that supports decisions guided by the best available evidence. This reflective, experiential learning perspective proved valuable, filling a notable gap in academic-practice (A-P) research with a model for dedicated practitioners pursuing data-informed, evidence-based outcomes in service to the public interest.