Exploring the facilitator's role in a management self-development program, the paper presents the view that "self"-direction takes place in a context of "other"-directedness. It argues that development of the learner's self-direction demands that the facilitator be prepared to interact openly, to learn, and to change. (Author/CH)

The authors explore the difficulties relating to the human relationship between the supervisor and the supervised in action learning projects for managers. They provide a framework for supervisory relationships. (CH)