A framework for the optimum development and transfer of conflict‐handling skills via outdoor management development (OMD) programmes has already been presented (Part I, Journal of Management Development, Vol. 23 No. 7). A qualitative study with ten OMD providers confirmed the framework to be tenable insofar as the concepts represented within it were reportedly utilised as aspects of provision but, crucially, there was little evidence of an underlying rationale or set of principles to optimise effect. Hence, a questionnaire survey was conducted to ascertain perceived provision from the client's perspective and to provide a foundation for assessment of the framework to a wider managerial population. The results suggested that aspects of the framework were identifiable to participants as features of course design but, once again, there was an apparent lack of awareness about how these approaches were best utilised to optimise skills transfer. Results from both studies indicate a common lack of understanding on behalf of both providers and clients as to the pedagogical or philosophical principles underlying the application of particular methodologies to maximise efficacy.
Burke, V. and Collins, D. (2004), "Optimising skills transfer via outdoor management development: Part II: the client's perspective", Journal of Management Development, Vol. 23 No. 8, pp. 715-728. https://doi.org/10.1108/02621710410549576Download as .RIS
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