Helping Managers Learn to Learn

Abstract

Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills. It describes blockages to learning, and then uses descriptions of how these can be tackled through learning biography or through instruments such as the Learning Styles Inventory (Kolb) or the Learning Styles Questionnaire (Honey and Mumford).