ABSTRACT
The branches of developmental management are somewhat sparser than those in the rational domain. In fact, whereas on the one hand corporate strategy has been dominated by primal and rational orientations, so-called organization development,1
which first emerged in the 1960s and 1970s, never really came of age. In its place, in the 1980s and 1990s, has been the stronger emphasis on manager self-development,2
which has been isolated from the mainstream of management and organization. It is for that very reason that this book retains an intimate connection between a business’s roots, mainstem and branches, and its managerial fruits.
