Abstract
PurposeTo expose the errors of assuming that all experiential learning is good and to challenge naïve use of Kolb's learning cycle. The article also provides advice to organizations on how to develop people where they are not taking action on real needs.Design/methodology/approachThe article is based on work done in a variety of organizations around how people actually learn.FindingsPeople often need to overcome the errors of experiential learning.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals as it shows how to overcome the limiting effects of experiential learning. It offers a practical approach to developing people in organizations.Originality/valueThe article will be of value to managers and learning specialists as it raises important issues about how to promote effective learning in organizations.
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