This paper is based on our experience of presenting at the CARN/IPDC conference. It considers shared learning arising from an action-learning group with NHS managers navigating their way through turbulent NHS transition processes and politically driven health care reform. We surface how the challenges and processes of collaboration emerged and changed during January to July 2012, at a time of unprecedented organisational redesign, driven by high winds of political reform and global fiscal austerity. Collaborative learning was deliberately engineered to provide a vessel within which ‘comrades’ could meet together to strategise and consider the implications of daily turmoil within and across a complex working context. The action learning, as a critical learning space aimed to also enable participants to ‘keep an eye on the horizon’. In other words refocusing on opportunities that challenge and change provides, explored through participant’s thinking and doing in their role as leaders who have potential to influence workplace culture, particularly during a timeof ‘raging seas’.
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