Unlocking potential (reflections of a late developer)

Outlines some of the questions raised during the course of a qualitative research inquiry into the personal consequences of organisational change for directors who are “drivers” of such change. Links these questions to more general issues and trends in the organisation of work (Handy) and for human resource management priorities (Ulrich). Questions the interpretation of these trends in relation to the role of the developer, arguing that effective development involving a third party developer is always dependent on genuine partnership working. Such a way of working is particularly challenging or even threatening to developers, frequently tempting them into hiding themselves behind fashionable theories, tools and techniques, rather than risking their own learning and development while facilitating that of others. Suggests ten keys to unlocking the development potential in oneself and others and that the application of these keys can be a painful process.