ABSTRACT
In the early 1990s I started a master’s course at Lancaster University in the United Kingdom (an MSC in HRD (by research) designed to lead to both professional and academic qualifications for international cohorts of senior HRD professionals). In the first workshop of each cohort, people were getting their bearings and feeling what the course might be like. Two months later, after people had been back at work and started to reflect upon links between the academic and professional sides of their lives, they attended the second workshop, and the feel of the group would change from a rather polite coming together to a ravenous demanding caucus.
