Managing development in an era of radical change: evolving a relational perspective

Abstract

Despite an apparent increase in investment and commitment over the last ten years, more recent studies now give grounds for reservations about overall ability of management development to meet the challenges of radical change and fulfil its strategic potential. Argues that the constraints imposed by a complex array of contextual influences emanating from an increasingly turbulent organisational system pose risks to investment and commitment in development. Unless these influences can be managed effectively, management development may start to lag behind or fall out of synchronisation with the needs and demands of managers and their employing organisations. Examines the case for a shift towards a more situated and contextual view of management development where the complex dynamics induced by radical change are considered and managed alongside or even ahead of development strategies and approaches. Posits a framework for a more relational approach and explores some of the issues this raises.