USING ACTION LEARNING TO BUILD A CORPORATE CULTURE OF CREATIVITY AND INNOVATION1

participants and their organizations in challenging fundamental views about strategy, work, and leadership. As MiL looks toward its future, what can we learn from scholars and practitioners about building cultures of creativity and innovation; and how action learning can be designed to support innovation? Some organizations compete directly through innovation; but even companies that may not be considered highly innovative often want employees to creatively solve problems and innovate in routines and processes that enable higher levels of productivity, reduced cycle time, or efficiencies in product and service development. Companies encounter challenges when they were not originally designed with a focus on innovation. These companies may find it hard to reconcile the demands of creative people and innovative processes with legacy systems, manufacturing demands, and command-and-control bureaucracies. Given these challenges, how can companies develop a culture and practices that support creativity and innovation? Learning for creativity and innovation in organizations is often a slow process based on iterative cycles of experimentation. Action learning is used t