Action learning is a process by which we enlist a group of colleagues to help us think differently and clearly about a problem, project, process, or action. Action learning is a process that becomes a vehicle for learning through our experiences and through the help of colleagues, both expert and “non” expert. In practice, action learning has been proven to be the most effective way of learning in workplace. When action learning was introduced in China, it meets with tremendous obstacle. The barrier lies in the difference of culture: open communication about problem in Chinese culture is prohibited, and no one really wants to discuss problem and reflect about problem. All this traditional ideas and culture taboo which hindrance the wide use of action learning as organizational learning tool. By setup workshop and get empower from the management, employee dare to participate the session of action learning, but fear of unsafe of subtle organization politic. But as the project goes on and employee used to the methodology, the power of action learning manifested: people involved in the process begin to work more efficient, and hold systematic think way about his own duty. The most important impact we observed of action learning is gradually change the whole organizational culture. The distance between powers is narrowed and employee holds more positive view about organizational change. But from financial perspective, we observe litter improved because of lag effects. Summarize action learning practice in China, the most important things should be taken into consideration is traditional culture, and if we ignore about power of culture we were destined to fail.