The use of self‐development activities as alternatives to traditional course‐based training and management development is discussed. The author describes one company's experiment in support of self‐development, drawing on prior experiences with taskforces, project groups, MBO, assessment...

This article describes the application of principles applied in the development of a Masters programme in Public Administration in the Netherlands fifteen years ago to the design of a very different programme for senior managers in a UK public bureaucracy. Both programmes placed heavy emphasis...