I was attending a seminar run by John Wellens in South Africa in April 1972 when he said something which rang a loud bell — not only because it made good sense but because he gave impetus to something I had half‐heartedly been pursuing myself. What he said was that trainers should use the problems of the group to develop management and supervisory skill. Real life problems require real life decisions and place the learner in a situation where he must choose and act out his decision back on the job. In this way the learner knows whether or not his decision works out in practice.
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