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Emphasizes that managers should understand the connection between learning and self‐development in relation to their career progression. States learning, self‐improvement and career development are inter‐related and attitudes to learning are situation specific rather than permanently fixed....
Spotlights Royal Dutch/Shell and gives its history — itemized in panel format. Discusses how Shell have experimented and wrestled with senior management level learning. Acts as an antidote to any sense that creating a learning organization is simply introducing formulaic sets of solutions....
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