Reports on a development centre programme undertaken in collaboration with Criterion Partnership. Outlines the seven objectives, specifying the methods used, and summarizes the results together with typical comments from the participants.

Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Texaco in the UK introduced self‐development using 360° feedback as part of the company’s quest to move away from hierarchical management. Describes the firm’s Mpower initiative.

Companies need to redefine value for money in the context of training and find new ways of matching employer and employee development needs. So said delegates at the Institute of Personnel and Development (IPD) 1996 Human Resource Development Week. Highlights some of the debates.

Managers have always placed a higher value on action than reflection. Most of them work at an unrelenting pace, focussing on a specific issue for a short period of time, then moving instantly on to the next. But more companies are coming round to the view that managers should be able to call a...

Addresses the value of laughter, play and a sense of humour as tools for improving communication, innovation and empowerment. Organizations around the world are hiring the author, and other facilitators, to deliver playful and humorous programmes designed to help team members develop a creative...

Reports on the success and rapid growth of Roleplay UK, which has established itself as the leading supplier of professional role players throughout the British Isles. Clients include large insurance companies, which are currently obliged to assess all their salesforces to determine their...

“Psychological Brainwashing” is just one term which people have used to describe transactional analysis (TA). Examines the relevant facts and remarks upon course evaluations. Shows that TA′s integration with other models has led to more respect and understanding. The approach to the whole...

Points out that the success or failure of a business can depend on the quality of the interpersonal relationships within it, and that three‐quarters of a manager′s time may be spent on such interactions. Details a new approach to improving interpersonal skills, based on drama as a learning...

Research and experience show that employees are most highly motivated and make their greatest contribution to the business when there is full and open communication at the workplace. Explores how companies from Levi Strauss to Federal Express are seeking to improve their performance in this key...