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On Organizational Learning

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The author states: I&nbsp. was able to learn more about the industry environment. At the same time, I was able to make logical decisions in a business-like manner.
Reflection is defined as “a cognitive examination of experience” (Seibert and Daudelin, 1999, p. 7). It means that in the process of reflecting over the past managerial experience or teamwork experience of a person, one can learn from the mistakes made by themselves and other people. Considering the true definition of reflection, this report aims to encourage me to analyze my own personal experience as I work in a group.

The ability of one person to learn the different reflective practice techniques is important in terms of teaching them “how to step back, compare, and think about” the differences in their own work-related behaviour, attitude, values, perception, learning and listening abilities, and communication skills (Lyons, 2010, p. 94). In general, going through the process of reflection is important because it allows us to learn from our own mistakes.

There are quite a lot of reflective practice models that can be used in analyzing my team experience at GLO-BUS. Among the most common models which can be used in reflective practice include: the “single and double-loop learning” as presented by Argyris and Schon (1978, p. 3), the reflective model which includes “recording the concrete experience, observe and reflect, form an abstract concept, and test implications of concepts in new situation” as presented by Kolb (1984) [cited in Kolb and Kolb, 2005], the ‘reflection-in-action” and “reflection-on-action” model by Schon (1987), and the structured debriefing model of Gibbs (1988) which includes “description, feelings, evaluation, analysis, conclusion, and action plan” [cited in Moon, 1999, p. 73]. In analyzing my team experience at GLO-BUS, I find the process of combining the use of Schon’s reflection-in-action” and “reflection-on-action” model and Argyris’s single and double loop model very useful.&nbsp.&nbsp.