Project Training for Managers —: The Underlying Paradox

Abstract

Confusion about project‐training is bound to arise because of an inherent paradox. The paradox is this: the project itself is central and crucial to any learning. At the same time the project is irrelevant and merely a vehicle — a means to an end. In this article David Casey argues that unless we accept this paradox we will not be able to devise the best context for project training to be effective.

Citation

Casey, D. (1978), "Project Training for Managers —: The Underlying Paradox", Journal of European Industrial Training, Vol. 2 No. 5, pp. 3-6. https://doi.org/10.1108/eb014167