Abstract
Critical reflection and learning are key to developing any entity and working effectively in complex and uncertain environments. This chapter sets out a method of critical reflection and learning which is made up of a several component processes. The method builds on the previous chapter to show how the knowledge used to make interpretations in naturalistic enquiry can be examined and refined when necessary. The bulk of the chapter is dedicated to a method of learning from experience by working to critically examine and change knowledge in general, and knowledge-in-action in particular. The approach emphasises the largely tacit nature of individual knowledge-in-action and the subtle processes required to elicit and change it.
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Notes
- 1.
This naming and description has similarities with Cherry (1999).
- 2.
While this chapter sets out the roles for two people it contains many pointers which will be helpful for an individual attempting to undertake critical reflection and learning on their own.
- 3.
Co-learner skills are similar to those used in cognitive therapies except that in this context the subject matter relates to leadership and organisation performance rather than to issues of personal psychology.
- 4.
If evaluation is part of a larger process (such as CSM) this step can be omitted.
- 5.
A significant amount of the data for this step may already be available from the data collection and interpretation phase of CSM.
- 6.
Exactly what an individual says (including pauses, hesitations and so on) is an indication of their knowledge-in-action which can be interpreted using conversation analysis.
- 7.
An appreciation of the finer points of dialogue can be obtained from Ellinor and Gerard (1998).
References
Cherry N (1999) Action Research: a Pathway to Action, Knowledge and Learning. RMIT University Press, Melbourne
Ellinor L, Gerard G (1998) Dialogue: Rediscover the Transforming Power of Conversation. Wiley, New York
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© 2009 Springer-Verlag Berlin Heidelberg
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Coffey, G.W. (2009). Critical Reflection and Learning. In: A Systems Approach to Leadership. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-01194-8_13
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DOI: https://doi.org/10.1007/978-3-642-01194-8_13
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