Possible futures for learning and development
By Robin Ryde (February 2010 Issue)
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Ten years ago I directed a major residential leadership programme. It was delivered in a wonderful 19th century mansion tucked far away in the Hampshire countryside, and the programme itself required senior leaders from a variety of sectors to commit to an entire month of learning and development... a whole month devoted to nothing but L&D.
The very same programme (and, yes, its longevity is a marvel to us all in this day and age) has been shortened by a quarter,
is now modularised into three separate weeks with one of those weeks delivered in India, and the programme marketing team
work harder than ever to secure participation from what used to be 100 per cent reliable sponsor organisations.
The very same programme (and, yes, its longevity is a marvel to us all in this day and age) has been shortened by a quarter,
is now modularised into three separate weeks with one of those weeks delivered in India, and the programme marketing team
work harder than ever to secure participation from what used to be 100 per cent reliable sponsor organisations.
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Articles from this Issue
- Editorial
- Online opinion
- Opinion Peter Honey
- Across the pond
- Opinion Tricia Hartley
- Opinion Hugh Greenway
- Opinion Alan Tuckett
- Opinion Martyn Sloman
- Opinion Francis Marshall
- Viewpointy Robert Gillan
- TJ update
- Figuring e-learning out
- Adaptive intelligence
- Making learning personal
- How to make the most of role modelling
- Climate change and peak oil – responding to the big challenges
- Mending a broken team
- Possible futures for learning and development
- Towards organisational development
- Why change programmes fail
- Women and workplace politics
- Backing the winner in you
- A question of coaching
- Tools of the trade
- Tools of the trade at work
- Taking the team seriously
- Reviews
- Net check
- Instructional design
- Learning about e-learning
- In the mix
- Hints & tips
- Treading the boards