Consultants’ Learning within Academia: Five devices for the design of university-based learning opportunities for management consultants

Abstract

This paper explores the ways in which it is possible for universities to design learning opportunities for management consultants. Drawing on a successful practice in The Netherlands and using the literature on learning, development of competencies and career theory, it investigates selected aspects of this particular “market”, comparing the conventions governing the practice of consultants with those of academic practice. Its subsequent argument for the successful design of learning opportunities for professional consultants is organised around a discussion of five learning “devices”: (1) a self-reflective design practice; (2) a design process operating along three dimensions - the acquisition of knowledge and/or techniques, development of professional competencies, and personal and professional transitions; (3) treating knowledge as a process rather than a product; (4) building on learning experiences in work and on anticipated performances; and (5) a prohibition of “ego” in consultants' learning. The paper concludes with some reflections on the use of these devices elsewhere.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 8 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.