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The way that women describe management roles tells the story of how their attitudes to management differ from those of men. It also suggests the way to overcome the things that deter women from applying for management jobs.

The controlling Labour Party in Sheffield changed leadership in the early 1980s and introduced policies aimed at “working jointly with council employees and those who use council services, to improve the quality and value of those services and to extend democracy, in a way which provides real choice for those who otherwise would be denied access to power and decision‐making. We will change the experiences of bureaucracy and centralised control which confuse and disappoint those on the receiving end of our efforts by developing a concept of decentralisation which brings services and those working for the council closer to the people”.

Hardback. 236 pp. ISBN 1 55542 140 7 £20.95 In these days ot popular management books and hard to read/harder to understand academic texts, reading Vaill's 'personal and reflective' book was a pleasure From the very beginning my laded palate was tantalised; each new chapter engaged my curnosity and provided fresh ideas and concepts. For, even though the author is an Amencan professor, the setting was very familiar. r.The book is an exposition of Vaill's ideas on how to manage n 'permanent white water'. He touches on many topical issues: change, chaos, culture and competences. In doing so he challenges some of the accepted wisdoms and occasionally attacks the shibboleths mth light irreverence Other people's ideas are referenced n a thorough but unobtrusive way, and he avoids the usual academic trap of merely restating other people's thnkng He draws on and develops management insights In dong so he cons some new words (e g. technoholic, dialexic) and creates some new metaphors. 'Sachmo's paradox' describes not knowmg what you know and not being able to tell others what they need to know when they don't know of their need.Solace is drawn from Chester Barnes, Too and other past masters, and the performing arts are searched for lessons Vaill concludes that it is all down to people. He emphasises the need to hold onto one's own values and to have faith n oneself and one's organisation The place of reflection before action is also stressed. Most importantly he states something we all know, but seem to have forgotten: people need to work and learn together if they are to achieve a shared vision.This book serves to convey Vaill's love and concern for the subject, but in parts it rambles a little. Nevertheless this is not a serious cnticism -the book is very easy to read and never superficial The concepts are thought-provo king and, without being ponderous, encourage reflection. I have no hesitation m recommendng this book to management development colleagues and practising managers. It is the first to excite me for a long time. Given the difficulty of getting busy people to take the time to read and think, if any book is gong to reward an inquiring mind, this is it. MARGARETBLANKSBY Sheffield City Polytechnic THE GOLDEN JUBILEE OF ACTION LEARNING R. W REVANS MALEx (Manchester Action Learning Exchange), Manchester Business School, Booth Street West, Manchester M 15 6PB, 1989. Paperback. 162 pp. (Available from Barry Caidan on 0928-581030) NO ISBN £3.50This collection of five essays wntten by the great man n his 81st year amounts to a restrospective of his researches, arguments and insights over the last 50 years. In the essays he addresses five of his, and our, continuing concerns: education, the National Health Service, the Third World, the link between management development and economic performance, and the difference between wisdom and cleverness