The problem and the solution. An important part of management development (MD) is experiential learning processes in the workplace. These—not necessarily planned, expected, wanted, or pleasant—methods have traditionally been deemphasized in the MD literature and (conscious) practice. The informal, intangible, and spontaneous nature of experiential learning has made these methods difficult to research—and difficult to monitor for organizations. The article provides a theoretical background for experiential learning in the workplace. On the basis of this, potential advances in MD theory and practice are presented. In particular, ways in which organizations can enhance the use of experiential-based MD are suggested.
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