The Role of Reflection in Managerial Learning

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The Role of Reflection in Managerial Learning Theory, Research, and Practice

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Kent W. Seibert, Marilyn W. Daudelin

Book Code: Q259

ISBN: 1-56720-259-4

ISBN-13: 978-1-56720-259-5

DOI:

256 pages, exhibits, figures,

Quorum Books

Publication: 9/30/1999

List Price: $119.95 (UK Sterling Price: £70.00)

Availability: Print on demand

Media Type: Hardcover

Trim Size: 6 1/8 x 9 1/4

Subjects:

Endorsement From C. William Pollard
Author of The Soul of the Firm
Chairman, The ServiceMaster Company: Why do people work and why do they follow? The leader of the future will be increasingly required to ask and understand the why questions of life and provide some meaningful answers. This will require more reflection as part of learning. The Role of Reflection in Managerial Learning is a must read for the leader preparing for tomorrow.
Endorsement From Cynthia McCauley
Vice President, New Initiatives
Center for Creative Leadership: [This book] is a much-needed comprehensive treatment of a little understood phenomenon: managerial reflection. All angles important to a scientist-practitioner are expertly covered: an integrative review of relevant literature, in-depth research leading to new insights, frameworks for making sense of a complex topic, and practical guidelines for enhancing reflection....[The authors] model a holistic approach. They bring together their common interests but different backgrounds and perspectives to produce a richer understanding of the role of reflection in learning. They succeed in doing what is so rarely accomplished in our field--actually creating synergy rather than competition out of differing approaches.
Endorsement From Douglas T. (Tim) Hall
Professor of Organizational Behavior
Director,
Executive Development Roundtable
Boston University School of Management: [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.

Description: 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.

Table of 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

LC Card Number: 99-17995

LCC Class: HD30

Dewey Class: 658


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