The success of action learning requires the organization to have a group of professional catalysts, who use professional motivation skills to help the organization improve individual and team performance, solve problems and promote organizational development by developing its internal potential. Catalysts promote the rigor of thinking (for example, thinking based on more objective basis) and the depth of thinking (for example, reflection on its deep assumptions or mental models) by showing the potential thinking process on the desktop in time. The ultimate mission of the catalytic engineer is to make every participant learn to think and communicate with the skills of motivators, thus greatly improving the ability to solve practical problems in the organization. 1) catalytic engineer participants re-examine their organizations with appreciation;

2) The catalyst pays attention to space and atmosphere and group energy;

3) The catalyst pays attention to all the people involved in learning and the energy flow between them;

4) The catalyst does not sell or let others sell ideas, but promotes everyone's spontaneous thinking and presents the moment of "inspiration";

5) The catalyst asks correct questions (the so-called correct questions are not only answers, but also help individuals/groups find the actions they need, and make them invest and practice at the same time);

6) The catalyst should try not to have its own expectations and ideas, which will affect the catalytic results. If you can't do it; Let other promoters who have no preset position on things play this role.

7) The catalyst understands that the most important work is unfinished work. Therefore, this is not a job to explore what caused our current predicament, but a job to explore what kind of future we can create through communication. One of the paths: the training center of the Central Organization Department

The most important source of action learning in China is the Sino-European cooperation training program of the Training Center of the Central Organization Department.

In fact, what really makes it the most important thing is not the direct result of the training center of the Central Organization Department itself, but bringing the action learning method to the state-owned enterprises and making it full of vitality, thus creating the status of action learning practice in China.

In the 1990s, Mr. Chen Weilan, then director of the Training Center of the Central Organization Department, introduced action learning to China through foreign teachers, and promoted it in government departments in China and Gansu, which produced good results and attracted domestic attention. Action learning has been applied in the Cadre College of the Central Organization Department and the National School of Administration. The Organization Department of Guangxi District Committee adopted action learning to train cadres on a large scale and achieved remarkable results.