Why do some training programs fail? Why do some people fail—those in Man-agement as well as those who are not? Why do some programs, at best, result only in a minor degree of success? Why do so many employees experience only minimum satisfaction in their work? One reason may be the failure of the training or the management people to establish an organization-wide philoso-phy of training and development. In this article I present some thoughts on how an organization develops such a philosophy and how certain outside fac-tors can contribute to greater acceptance of this philosophy.