By Seibert K.W., Daudelin M.W.
Bargains students and practitioners a close exam of the position of mirrored image in managerial studying.
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Extra resources for The Role of Reflection in Managerial Learning: Theory, Research, and Practice
Sample text
And then let nature take its course. Likewise, managers will learn and develop into what they are capable of becoming, provided the organization creates the proper conditions for growth. McGregor believed that the manager’s supervisor, the manager’s on-thejob experiences, and the degree of organizational support for learning were the primary organizational conditions affecting growth. , 1986; Wexley, 1984). If the work context within an organization is critical to the overall process of managerial learning, then it should also be an important influence on reflection.
Such reflection can produce “transformational” learning, which involves the formation of new, more accurate mindsets that allow for a more open, discriminatory, and integrative understanding of one’s experiences. Although most learning is not at this deep level, Mezirow believes that ultimately this is the only learning that really matters. Mezirow contrasts thoughtful action with reflection, and he distinguishes between different types of reflection. These differences are best described through an example he provides: Becoming aware of, say, negative feelings toward an acquaintance named John is introspection, simply being aware of ourselves feeling, perceiving, thinking, or acting.
Indeed, such experiences can be understood only in context, since it is the organizational context that produces the experience. The notion of contextual conditions is also consistent with the view that as open systems, organizations create contexts in which a multitude of factors simultaneously shape rather than determine behavior (Hackman, 1985). , that x causes y) are inadequate for understanding the dynamics of complex systems. The idea of mutual causality (loops rather than lines) provides a richer and more accurate picture of organizational systems (Morgan, 1986).
