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The Role of Reflection in Managerial Learning Theory, Research, and Practice |
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2000.
Challenging work experiences are the richest source of learning for today's managers. Yet lessons embedded in these experiences are not always obvious. This comprehensive book describes a critical yet under-researched element of how managers learn from these experiences: reflection. Today's workplace demands continual learning, which in turn requires reflection. While this book supports the prevailing view that reflection is central to experiential learning, it challenges the traditional views that it is the same as contemplation, that it is incompatible with management, and that it is time-consuming and unnatural for managers. Original quantitative and qualitative research reported in this book indicates that two different yet complementary modes of managerial reflection exist: active and proactive. Active reflection is something that managers naturally engage in during challenging job experiences, whereas managers must be prompted to engage in proactive reflection. Both modes involve processes of intentional inquiry. Different forces are necessary to stimulate each type of reflection. Based on these findings, the claim is made that the potential to learn from experience is greatest when managers intentionally engage in both modes. Accordingly, a holistic model that integrates active and proactive reflection is presented. This model has important implications for theorists and researchers of managerial learning by identifying previously unreported aspects of reflection. It is also relevant to practitioners and companies who desire to enhance what their managers learn from their workplace experience.
CONTENTS: Introduction--Reflection in Managerial Learning: The Need and a New Approach The Contributions and Limitations of Existing Perspectives of Reflection Reflection in Management Reflection in Education. Approaches to Investigating Reflection: Inductive and Deductive Research. An Inductive Exploration of Reflection at Food Corp and Health Co. A Theory-Building Study of Active Reflection. Overview of Active Reflection. How Active Reflection Operates. The Role of Timing, Intuition, and Emotion. Influences of Active Reflection: An Overview. Key Influences that Enable Active Reflection and Learning. A Deductive Examination of Reflection at Tech Inc. An Experimental Study of Proactive Reflection. How Reflecting Alone and With Others Enhances Learning. A New, Holistic Perspective of Reflection. An Integrated Model of Active and Proactive Reflection. Implications for Theory and Future Research. Practical Implications: Enhancing Managerial Learning. References. REVIEWS: "The authors show that career learning in the new economy is alive and well! This important book presents powerful new theory and research that demonstrate how learning can occur in everyday situations, under the new career contract. Anyone--leaders, H.R. professionals, and scholars--interested in leveraging the lessons of work experience should read this book." ~ Douglas T. (Tim) Hall Professor of Organizational BehaviorDirector, Executive Development Roundtable Boston University School of Management | ||
