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Abstract

This article examines the relationship of emotional and interpersonal development to the gap between what individuals know about organization theory or management skills and what they are actually able to put into practice—the practice gap. The discussion includes:

a review of psychological and organizational theory concerned with emotional and interpersonal development and its relationship to organizational performance;

a discussion of the educational implications, along with some recommended strategies for reducing the practice gap; and

a description of a course design and two related teaching tools designed to focus attention on the emotional and interpersonal context of organizational practice.

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The Practice Gap: Strategy and Theory for Emotional and Interpersonal Development in Public Administration Education

Abstract

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