ABSTRACT
This chapter describes some issues from the last one. It moves the discussion into areas of practical application. The four roles model is used as a start point to consider how people might need to develop their capabilities. The chapter discusses issues of the selection of set advisers before considering their development. The logic here is that the development work has to fit with the people selected to carry out a programme. The thing to say here is that whilst people in development roles need to consider all four roles and their capabilities within each, there is an important point about integrating these. If the organization has particular espoused strategies for development, then the model allows for tactical decisions, such as the provision of specific programmes, to be analysed for coherence and goodness of fit with the strategy. Emphasis on the practical value of SML may lead the novice to assume that the theory side has little relevance.
