Abstract
The ideas of in-company training, of training in the real situation by coaching and projects, or teaching by catalysing rather than lecturing, are none of them new. The Mant report, which was written during 1969, made these very points and they have been accepted since as theoretically correct. Little has been done in practice, as I have indicated, because training in the real situation is much more difficult than training in the hypothetical, and we are still short of published case studies or any kind of established practice.
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© 1974 Hawdon Hague
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Hague, H. (1974). Implications for ‘Trainers’. In: Executive Self-Development. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-02027-0_18
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DOI: https://doi.org/10.1007/978-1-349-02027-0_18
Publisher Name: Palgrave Macmillan, London
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