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Reflective Practice: Learning to Manage and Lead Organizations
MPA 8002 Organization Theory Richard M. Jacobs, OSA, Ph.D.
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The concept... reflective practice (Sergiovanni, 1989)
…the intellectual exercise through which managers and leaders focus upon events in order to ascertain how one’s beliefs and assumptions as well as one’s background and experiences impact organizational functioning Reflective practice inculcates the intellectual discipline needed to discern “what is” in practice episodes as well as to engage in the self-growth necessary if one is to manage and lead others.
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The elements of reflective practice...
antecedents theories of practice practice episodes
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The elements of reflective practice...
antecedents theories of practice practice episodes
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antecedents theories of practice practice episodes intentions actions
outcomes
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Practice episodes... an interactive cycle of factors (intentions, actions, and outcomes) providing the substance of each practice episode
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Management and leadership intentions...
objectives priorities preferences strategies decisions
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Management and leadership actions...
behaviors attitudes tactics
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Organizational outcomes...
situational feedback results consequences assessment evaluation
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The substance of a practice episode...
outcomes intentions actions objectives priorities preferences strategies decisions behaviors attitudes tactics feedback results consequences assessment evaluation The interaction between intentions and actions as well as outcomes and actions is what characterizes practice episodes.
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Practice episodes as interactive cycles...
A dynamic relationship where... actions reflect intentions realities reflect actions intentions reflect outcomes
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intentions outcomes actions
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Reflective practice... antecedents theories of practice
practice episodes intentions actions outcomes
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Reflective practice... antecedents theories of practice
practice episodes mindscapes action platforms
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Theories of Practice... the bundles of beliefs and assumptions about how organizations work, the role of power, authority, management, and leadership, the organization’s purposes, the role of competition, and the nature of human nature developed from human experience, books, courses, professional development programs, graduate degree programs function as “mindscapes” and action “platforms” governing management and leadership actions whether consciously or unconsciously
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mindscapes: unitary sensate social mythic
People typically possess one “strong” mindscape (or way of viewing the organization reality, the “what is”) although their mindscapes may include some elements of the other mindscapes (McWhinney, 1992).
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managers and leaders seldom discuss their theories of practice although these are powerful forces motivating management and leadership action the need is for managers and leaders to engage in learning about one’s theories of practice conflict—especially the cognitive dissonance it engenders—is the place where most managers and leaders can best learn about their theories of practice (Bolman & Deal, 2008)
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Reflective practice... antecedents theories of practice
practice episodes mindscapes intentions action platforms actions outcomes
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theoretical knowledge
antecedents theories of practice practice episodes cultural milieu theoretical knowledge craft knowledge self knowledge critical knowledge
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Management and leadership antecedents...
cultural milieu: educational background social background religious background economic background historical background The cultural milieu includes all of those elements shaping how an individual looks at and interprets the world.
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theoretical knowledge:
technical cognitive rational Theoretical knowledge is factual in nature, based in scientific rationality.
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provides the “feel for” what one does (Schön, 1991)
craft knowledge: tacit in practitioner provides the “feel for” what one does (Schön, 1991) Craft knowledge evidences itself in the refined ability to interpret what is, to discern what ought to be, and what one needs to do in order to get there.
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self knowledge: self-awareness self-understanding self-management
Though frequently overlooked, self knowledge provides a vital lens through which managers and leaders can better know, understand, and interpret organizational reality and their place in it.
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critical knowledge: assumptions beliefs values
Critical knowledge (sometimes called “philosophical” or “ethical” knowledge) is a conscious awareness of that which is of transcendent or ultimate value and which perdures beyond the individual.
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theoretical knowledge
Reflective practice... antecedents theories of practice practice episodes cultural milieu theoretical knowledge craft knowledge self knowledge critical knowledge
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theoretical knowledge
antecedents theories of practice practice episodes cultural milieu mindscapes theoretical knowledge action platforms craft knowledge self knowledge critical knowledge
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theoretical knowledge
antecedents theories of practice practice episodes cultural milieu mindscapes intentions theoretical knowledge action platforms actions outcomes craft knowledge self knowledge critical knowledge
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A challenge to traditional training programs...
While traditional training focuses upon informing the manager’s and leader’s theories of practice which function as “mindscapes” and action “platforms” in practice episodes: theories of practice practice episodes
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Reflective practice introduces a second dynamic...
…reflective practice uses the information gathered from practice episodes to influence the manager’s or leader’s theories of practice: theories of practice practice episodes
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Reflective practice is transformational...
One outcome associated with reflective practice is a form of management and leadership practice capable of evaluating the usefulness of theory for practice given the facts and interpretations present in practice episodes: practice episodes theories of practice
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But, this is not enough... While integrating theories of practice and practice episodes is an important contribution of reflective practice, the antecedents out of which managers and leaders operate have yet to be incorporated into decision making. theories of practice antecedents practice episodes
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In traditional management and leadership training...
Scientific rationality—and its inherent objectivity—does not deal with the philosophical or ethical elements comprising one’s antecedents. Traditional training erects a wall to keep these subjective elements out of the decision making process. antecedents theories of practice practice episodes
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But, this is not enough... How do these antecedents influence how managers and leaders views practice episodes? ? theories of practice antecedents ? practice episodes
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Reflective practice incorporates the antecedents...
…by introducing a “feedback loop” so that what managers and leaders learn in practice episodes can directly inform one’s theories of practice as well as one’s antecedents antecedents theories of practice practice episodes Through self change, then, one’s antecedents can better inform one’s theories of practice.
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The reflective practice model...
antecedents theories of practice practice episodes cultural milieu mindscapes intentions theoretical knowledge action platforms actions outcomes craft knowledge self knowledge critical knowledge
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Reflective practice... Inquires into facts:
What is actually transpiring in the organization? What are people actually doing? What are the actual outcomes? What ought to be going on?
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Inquires into interpretations:
What do organizational events and activities mean to people? What are the personal meanings that people are accumulating? How do the interpretations of the organizational reality differ?
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The outcome... The desired outcome of reflective practice is the development of professional knowledge (Argyris & Schön, 1974). facts interpretations professional knowledge
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Reflective practice... is constructed on the reality that professional knowledge is different from scientific knowledge accounts for the fact that there are no infallibly efficacious theories or skills to manage and lead organizations Reflective practice requires managers and leaders to confront ill-defined, unique, and changing problems as they decide on courses of action.
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managing and leading are behaviors learned in practice
asserts that managers and leaders confront an endless number of practice episodes managing and leading are behaviors learned in practice Metaphors like “white water rafting” and “swimming in a swamp” not “laboratory” or “MBA”—Tarzan not Einstein—better capture the essence of managing and leading organizations.
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practice episodes provide managers and leaders data about the usefulness of theory in practice
practice episodes put into question a manager’s or leader’s antecedents Managing and leading organizations is a matter of learning, growing, and self-change.
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This module has focused on...
reflective practice ...the intellectual exercise through which managers and leaders focus upon events to ascertain how one’s beliefs and assumptions as well as one’s background and experiences impact organizational functioning
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References... Argyris, C., & Schön, D. A. (1974). Theory in practice: Increasing professional effectiveness. San Francisco, CA: Jossey-Bass. Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership (4th ed.). San Francisco, CA: Jossey-Bass. McWhinney, W. (1992). Paths of change: Strategic choices for organizations and society. Newbury Park, CA: Sage Publications. Schön, D. A. (1991). Educating the reflective practitioner. San Francisco, CA: Jossey-Bass. Sergiovanni, T. J. (1989). Informing professional practice in educational administration. Journal of Educational Administration, 27(2), p. 186.
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