This paper is an attempt to identify the main problems, both in theory and practice, in using 'self-development' approaches to developing managers. It is argued that the strong emphasis on individuality in most current concepts of 'self' is a basic couse of many of these current problems. It is suggested that a notion of partial individuality offers a resolution of some of the intellectual puzzles about self-development. It is also suggested that approaches based on this idea may deal with the 'practical' problems of self-development seeming to be 'selfish' development and undermining the value of collective and co-operative action.
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