From leading positioning to leading product series, action learning in a highly uncertain domain

This account of practice reflects on my experience of using Action Learning to address a highly uncertain challenge – the development of a ‘leading product series’ – in a top-10 Chinese real estate enterprise. The project began with land-value assessment under the ‘dual restrictions’ policy and was initiated by the business sponsor. Through in-depth dialogue with the sponsor, I grasped the core context of the challenge and designed six Action Learning dialogues. As the industry evolved, the project extended from ‘leading positioning’ to ‘leading product series’ and then to a ‘Good Housing’ strategy. My core argument is that in highly uncertain domains, Action Learning's value lies not in finding definitive answers but in creating a space where a team can gradually clarify the future through tentative development. This capacity for exploration is rooted in fifteen years of practice – and in a journey between traditions: I was trained and certified first in the codified WIAL model, then deepened through ISFAL and the Revans-informed set-adviser tradition of Pedler and Abbott. I examine that tension honestly – where the codified model helped me, and where I had to leave it behind.