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The Reflective Practitioner A Case Study

The Reflective Practitioner A Case Study Presents the authors academic experiences at the Bachelors andMasters Degree levels in Business Studies and Organizational Analysisand Development, respectively and reflects upon the effect of thoseexperiences on subsequent professional practice within the framework ofKolbs Learning Cycle 1984 and Schons notion of the reflectivepractitioner 1983. The authors principal learning is that processskills tended to be more enduring than mere content knowledge but thatthe important determinant of effectiveness of process skills is thenature of the paradigm from which they were derived. Quantitative skillsbased on a deterministic view of the world proved to be not used inprofessional practice, whereas organizational diagnostic skills,predicated as a belief that human nature and organizations areprobabilistic, indeterminant worlds of multiple, interacting variables,proved much more useful and enduring. Rather than an expert relationshipwith a client, a collaborative partnership approach, now referred to asEmancipatory Action Research, was seen as more appropriateand useful over the years. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

The Reflective Practitioner A Case Study

Bunning, C.R.
Journal of Management Development , Volume 11 (1): 14 – Jan 1, 1992
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0262-1711
DOI
10.1108/EUM0000000001388
Publisher site
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Abstract

Presents the authors academic experiences at the Bachelors andMasters Degree levels in Business Studies and Organizational Analysisand Development, respectively and reflects upon the effect of thoseexperiences on subsequent professional practice within the framework ofKolbs Learning Cycle 1984 and Schons notion of the reflectivepractitioner 1983. The authors principal learning is that processskills tended to be more enduring than mere content knowledge but thatthe important determinant of effectiveness of process skills is thenature of the paradigm from which they were derived. Quantitative skillsbased on a deterministic view of the world proved to be not used inprofessional practice, whereas organizational diagnostic skills,predicated as a belief that human nature and organizations areprobabilistic, indeterminant worlds of multiple, interacting variables,proved much more useful and enduring. Rather than an expert relationshipwith a client, a collaborative partnership approach, now referred to asEmancipatory Action Research, was seen as more appropriateand useful over the years.

Journal

Journal of Management Development – Emerald Publishing

Published: Jan 1, 1992

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