Describes an executive development initiative in the Kalahari desert run by Operation Raleigh. Aided by a professional management trainer senior UK executives used daily experiences of the safari‐style trip to illustrate real‐life management problems. Concludes that the “quest” provided...

This article explores the relationship between an Australian financial institution’s training programme and its commercial fortunes, in particular its mix of technical skills and social skills training. In this industry, price and product differentiation are limited, and customer service is...

Explores issues arising from an evaluation of a qualification based management development programme run in partnership between Bristol Business School and Chep UK Ltd. Finds the outcomes of the research were important in three ways. First, in providing a greater understanding of stakeholder...

A simple and practical approach to helping learners to assess themselves against models of good practice is described. Many models of good practice – are available to help learners assess themselves and to improve their performance but it can be difficult for learners to use these models to...

We outline a developmental view of OD, showing on empirical grounds that Argyris’ “theory in use” notion points to different levels of mental growth as underpinnings of “the program in brain/mind” that determines personal theories of organizational action. Employing the developmental...

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is instrumental for an unfreezing process in which managers are motivated to rethink their behaviour and its impact on others. A...

Describes a personal experience of the Management Charter Initiative and the Accreditation of Prior Learning course. Notes what benefits accrued, how difficult it was and the help available. Concludes that the MCI meets the needs of managers who have experience without qualification.

Questions whether current management development programmes do or can have any lasting value. Suggests that many are inappropriately focused, seriously limited in their content and unambitious for their recipients. Argues that management development itself needs to change: clients have a right...

From a highly personal perspective seeks to discuss the outcomes from participation on a particular outdoor development programme. Draws on learning logs completed during the programme and subsequently on return to work to reflect on a personal development agenda and on the broader potential of...

Considers what the phrase “self development” really means for management. Examines the rationale behind general trends towards self development approaches. Discusses the implications for the organization as well as the individual. Finally considers the learning community as a whole and...