ABSTRACT
The case studies set out in the previous chapter illustrate how different interventions should be tailored to the circumstances of the organization. This introduces two concepts which are critical to the way that we should approach people development. The first is that of ‘intervention’: individual and team learning will not happen as an inevitable consequence of day-to-day organizational activity. They require interventions which ‘support, accelerate and direct’ learning to return to the role definition introduced earlier. As will be seen, such interventions will be undertaken by a wide range of people in the organization and in a variety of different ways.
