ABSTRACT
This chapter presents the case for autonomy, personal responsibility and self control. The issue of controls links to the case for personal autonomy. The self control case rests more on practical and behavioural grounds, whereas the case for autonomy is a matter of fundamental principle. The chapter deals with pointers on how self managed learning (SML) have evolved in order to meet these requirements. SML is a key part of developing learning businesses as the approach synchronizes managing and learning, so that they are not artificially separated. The SML position is that the learners must be responsible for their own learning. The successful, creative, entrepreneurial-type managers tend to be the ones who see more choices. Many management trainers and educators were convinced, in the post-1960s euphoria, of an inevitable move in this direction. Leadership is important: organizational leaders need to model good learning, and leaders of organized learning programmes need to accept their responsibilities to learners.
