Reflection as a core process in organisational learning

Abstract

The article presents a theoretical analysis of the concept of reflection. The author argues in favour of the necessity of conceiving the concept of reflection in a broad sense, and not using the concept in the meaning of introspection. To grasp reflection in its complexity and as a core process in organisational learning it is necessary to distinguish between different kinds of reflection – reflection and critical reflection – and different levels of reflection: individual, interaction level and reflection as organised practice. This terminology is used as lenses through which a case of organisational development of production groups is interpreted. This interpretation is related to criteria mentioned for organisational learning. It is concluded that most of the criteria are met. This way the concept of reflection may be a fruitful way of understanding organisational learning.

Citation

Høyrup, S. (2004), "Reflection as a core process in organisational learning", Journal of Workplace Learning, Vol. 16 No. 8, pp. 442-454. https://doi.org/10.1108/13665620410566414