Critiques the literature on learning organizations, arguing that it does not indicate how organizational learning relates to business performance or strategic realignment. Asserts that the key characteristic of the learning organization is creation and use of personal and corporate competencies. (SK)

Notes defensive actions and routines undermine core competencies and inhibit organizational learning. Discusses a solution of management development "in action," which integrates process and content and facilitates development of a learning organization that is able to engage in double-loop learning. (SK)

There are disparities in definitions and assessment of competence in the United Kingdom and United States. Each perception is incomplete and fails to address the dynamic environment and contexts of management performance. An alternative approach integrates elements of both, emphasizing issues central to achieving enhanced performance. (Contains 36…

Suggests that competency-based management development programs should shift emphasis from theories and skills to decisions managers must make. Presents a model for defining types of management decisions regarding nontechnical issues. (Contains 16 references.) (SK)