Read the article "It Takes a Village and a Consultant" and answer the following prompt:
How do experiences such as the one described in the article help develop managers?
Should PWC continue any training for these managers?
What would you recommend? Why?
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I think the fundamental way such experiences help develop managers is in quite literally forcing mid-career employees—successful and hyper-competent though perhaps too well-grooved—out of their comfort zones and into utterly new territory (literally and otherwise)....
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