Reports on two contributions to the study and understanding of management learning processes. Offers the concept of 'emergent manager' and applies a particular style of analysis to the study of manager selection. Comments on ways in which the roots of management learning can be found. (Contains 39 references.) (DDR)

Offers an account of how the role of facilitators might be extended towards a process of 'critical facilitation'. Presents a perspective that is elucidated through using an exemplar of an application of this approach. Suggests that critical facilitation consists of developing an orientation of openness to discourse. (Contains 49 references.) (DDR)

Action learning is a potentially empowering management development strategy--empowering to managers and through them to employees. The core of the action learning process is similar to the empowerment process identified by Freire (1973), although the context of these approaches is very different: praxis. Praxis involves critical reflection on…