In a ground breaking article1 Alan Mumford pointed out the vast range of opportunities that everyday organisational life presents for learning. This formed the basis for a model of learning from experience that he and Peter Honey proposed and expounded, and which has been extremely influential on how development processes in organisations are conceived and understood.2 The central point that Mumford emphasised, which will provide the keystone of the argument in this chapter, is that people do not learn in neatly compartmentalised periods. It is not an activity that people can turn on at one time and turn off at another. It is more like a pathology. This is highly significant for any attempt to manage the ethics of an organisation, for it means that whatever is done in pursuit of creating a greater sense of value cannot but be put through this mechanism of continuous learning. This has general implications about managerial behaviour, but it will also be seen to have some surprisingly specific consequences.
Unable to display preview. Download preview PDF.