This paper critically examines an approach to employee development which breaks with the tradition of systematic training. The training event discussed here, Transfusion, was a dramatic and evangelical experience which aimed to impact on “the whole person” rather than specific training needs. It used a number of unconventional techniques and was reported by participants to have a high impact. However, despite its innovative qualities and apparent success, the approach can be criticised, both theoretically and on the basis of data gathered from participants and non‐participants. The criticisms highlight tensions around the integration of employees into the organization, and the potential displacement of systematic training by post‐modern development events.