ABSTRACT
Managers think out of an internal context of feelings and emotions thoughts are not produced from other thoughts. Centred managers may not always feel in balance, but they are aware of the value of balance. They recognize polarities and dualities and address them as such. However, managers can get inappropriate balance as in the suggestion that the balanced middle manager has a chip on both shoulders. Learning to be centred provides a basis for effective managing and effective learning. It is therefore also part of the process of learning. M. Fiol and M. Lebas suggest that there is a range of balanced outcomes necessary from a learning programme and that the process of the programme is the significant factor in bringing about change. Business schools justify an overweening interest in theory by quoting aphorisms such as there nothing as practical as a good theory.
