Management development is facing the same types of need for radical change as their clients – organizations, and practising and future managers. While Business School Faculty find it easy to advise others it is interesting to observe the extent to which they are able to practise what they...

Examines soft systems methodologies(SSM) and the role they play in the building of a rich picture or rich understanding of problematic situations. Organizational theory is explored in relation to SSM and used to augment this rich picture building exercise, and the field of critical systems...

Contains a review of the literature on research conducted to investigate organizational practices in downsizing after a restructure and the effects of these practices on the organization and its employees, in particular, and on other stakeholders in general. Based on the literature review,...

Describes how the authors have effectively employed the Beer Distribution Game, a simulation exercise developed at MIT′s Sloan School of Management, to teach systems concepts and systems thinking to managers. Details a description of how the simulation works and how its typical results are...

For a practice field to be of greatest value in developing global leadership capability, it needs to be constructed so as to combine meaningful cultural and national issues with realistic interpersonal dynamics. Examines how two practice fields designed to facilitate systems thinking and...

Simuworlds include a management game and business case competition. The Multinational Management Game Simuworld (MMG) is based on the Compaq Computer Corporation. The MMG Simuworld is designed so that participants view and feel the operations from a general management level and make decisions....

Action learning is a unique organizational learning process that involves a non‐traditional instructional approach and mindset. It is similar to the case method, in that it was designed as a managerial learning process. It was introduced by Reg Revans and first referenced as early as 1945, in...

Elucidates the nature, purpose and application of the Merlin Exercise in the context of a middle manager leadership programme conducted by the authors with personnel from the Hoechst Celanese Corporation (HCC). Describes the content of three modules – “Visionary Leadership”, “Strategic...

Presents and examines the “live case method” as an increasingly influential means of broadening the thinking of middle managers, prompting them to adopt senior managerial perspectives on problems currently besetting their organizations. Claims that it is the live‐case orientation of the...

Management is as much about tackling tough challenges as it is about creating success. However, there has been no major focus on learning from tough challenges and the difficulties people experience as a consequence. Describes the first phase of a survey in this area, based on interviews with 55...