“Real time” experiential learning for managers appears to be taxing on the emotions and tough on the nerves. How readily can this be changed by equipping managers to learn more congenially? It is argued that such a mission borders on the impossible. Some of the psychological and cultural...

Research suggests that learning at work involves needless psychological distress among managers. It is proposed that management educators make it a priority to equip managers to adopt better learning practices. A picture of learning practices at work that promise to be “emotionally better”...

Four main types of learning pattern are identified: solo problem solving, collaboration, modelling and other participant observation, and the skills involved in coping with each are suggested. The issues of distress and joy in learning, and how distress can be reduced and joy enhanced, are...

Argues that the ways in which managers learn experientially are unnecessarily painful and will remain so without significant change in the shape and patterning of organizations and the wider socioeconomic infrastructure. First identifies distinct sets of experiential learning patterns from...

Argues that the ways in which managers learn experientially are unnecessarily painful and will remain so without significant change in the shape and patterning of organizations and the wider socioeconomic infrastructure. First identifies distinct sets of experiential learning patterns from...