Describes three of the situations in which a manager can be helped to learn by others – problem solving, using networks, colleagues. States that the reason so many so‐called learning opportunities are not effective is because they are not managed. Takes six helpers – boss, grand boss,...

Looks briefly at the origins of the authors′ Learning Styles Questionnaire and the differences between it and Kolb′s Learning Styles Inventory. Gives answers to the most frequently asked questions and includes the acuracy of self‐perception, what to do if the results are ot believed,...

A response to the critique.

Looks at, discussing in depth, a number of works based on the learning organization. Compares, their strengths and weaknesses, and uses them to illustrate the possibilities and dangers of the current excitement regarding the learning organization. Concludes by redefining the learning...