ABSTRACT
This chapter reviews the issues about the place of the 'self in self-development; how self-development links to knowing about the self, and how the whole issue of taking control of people’s own development as a manager means learning both about people and about how people work. Self-development involves learning which links to knowledge of different kinds. Professionals in action seem to have a type of knowledge which they apply without conscious thought – a level that relates to the M. Griffiths and S. Tann 'reaction' level of reflection. The propositional knowledge may be in action in one of four ways: replication, application, interpretation and association. The school management task force also supported the idea that, as a matter of principle, there is a need for a high degree of individual initiative in career development and improving personal management performance. They made it clear too, that all teachers are managers and need management development.
