Management Learning introduces the context and history of management learning and offers a critical framework within which the key debates can be understood. The book also provides an incisive discussion of the values and purpose inherent in the practice and theory of management learning, and charts the diverse external factors influencing and directing the processes of learning. The volume concludes with a look forward towards the future reconstruction of the field.
Chapter 11: The Developmental Approach: A Critical Reconsideration
The Developmental Approach: A Critical Reconsideration
This chapter explores some of the dilemmas associated with ‘development’, and, in essence, poses questions. What do we mean by development and what are the implications of this for those who are involved in it? What are the ‘costs’ of development and what are the motives of those who promote it? Definitions can over-structure or constrain the debate, such that they illuminate some features at the expense of others. However, despite my concerns about categorization, many of the questions asked here hinge around our understanding of the word ‘development’. I start this chapter, therefore, by proposing four different views of ‘development’. I suggest that each of these is associated with a different underlying value ...