Describes personal development as a process of individuals acting and reflecting on the world and themselves. Discusses practical issues faced by facilitators in setting up and running self-development groups; focuses on the structure of the process; and presents guidelines. (JOW)

The author presents a framework of "design principles" for trainers in designing management learning events, based on the humanistic school of thought and the personal growth of the individual, with the model being applicable to group training. (MF)

The article discusses tools for the self-development of the manager and for the management trainer to use in the organizational setting. These include a range of activities called coaching, delegation, and job rotation for managers. (MF)

Development of learning organizations is lengthy and risky, involves unlearning behaviors, is affected by external factors influencing individual identity and might reduce organizational stability. Because sociocultural context cannot be controlled, alternative strategies to organizational learning may be more appropriate for future survival. (SK)

Action learning should result in personal growth leading to organizational growth. However, differences in learner perspectives, problems in group decision making, and circumstances inhibiting learning transfer may explain why organizational growth does not always result as expected. (Contains 21 references.) (SK)

Using distance education to develop management metacompetencies such as creativity, flexibility, and resourcefulness encounters problems in terms of learner vulnerability, learning style, structural dysfunctions, and "reality" methods. A combination of distance learning, discovery learning, and competency-based simulation may address these…