Addresses the process of mentoring, the utility of planned or facilitated mentoring programmes and the infrastructure necessary for the delivery of such programmes. Argues that mentoring, which is characterized by a one‐to‐one developmental relationship based on temporary inequality, is a powerful process. Also indicates that mentoring is not a cheap and easy remedy for shortfalls in social planning. It is, however, a process worthy of investment, which can provide new horizons and opportunities for the development of capability in young people.
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Brian Gay (1994) studied this question.