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The purpose for this study is to publish the author’s dissertation research.

The qualitative study used stimulated recall (Gass and Mackey, 2000) of critical incidents (Flanagan, 1954) in a structured reflection interview (Johns, 1994) to study executives’ “reflection-in-action and on action” business practices. All of the participants (60 people from 10 organizations, aged from 38 to 68) were experienced executives. Each brought an average of over 15 years of leadership and industry experience to their understanding of and experience with these phenomena. The results were analyzed using Miles and Huberman (1994) qualitative data analysis methods.

Three research questions guided this study: How do executives describe, understand and utilize reflection-in-action in their work practices? The study participants were interviewed soon after an experience, meeting with subordinates and a discussion of two critical incidents representing their reflection-in-action to isolate and illuminate the instant and better understand this often subconscious process of reflection-in-action; How do executives describe, understand and use reflection-on-action in their working life? Here the study participants were asked to describe a recent change initiated by reflection-on-action to better understand that process and how it moves from reflection-on-action to action-on-reflection: the initiation of the new action or change; How do executives learn and develop their reflective practices? The participants were asked to describe how they learned, developed and sustained their reflective practices to better understand the nature and development of reflective practice on all levels: in-action, on-action and cyclically. The results of my research included four areas of analysis: reflection as emotional interaction, reflection as development, reflection as a system and reflection as a frame of knowing.

In this doctoral work, the author attempted to show that reflection contributes to improved performance. What the author also learned was that there is a positive relationship between reflection and building supervisor/employee relations, especially within teams. The author also learned that as you reflect, there are a lot of emotions involved. This is largely, in the author’s opinion, where there is a results focus and during performance conversations. The importance of this is that people grow and change when this happens. There is a definitive link. This was the author’s hypothesis and was proved.

The aim of this paper is to present an interview and postscript that examine the specific meaning, rationale, conceptual framework, assessment and teaching of critical reflection in and on professional development in management and higher education from an action research perspective.

This article is presented in the new genre of PIP (Zuber-Skerritt, 2009): Preamble – Interview – Postscript. The Preamble (P) sets out the background, purpose, structure and conduct of the interview (I), which addresses six probing questions and is followed by a Postscript (P) that reveals additional comments and reflections on the interview, and identifies learning outcomes and implications.

Reflective practice is essential for a deep approach to learning, research and professional development and it is a driving force to enable learners to be adequately equipped for constant and complex change in today's and tomorrow's turbulent world.

The article is positioned to inspire further R&D in the current debate on urgently needed radical and rapid change in higher education for the twenty-first century.

As well as the article's practical suggestions about why and how to develop reflective learning/practice, the PIP conceptual model applied in this article offers a useful practical approach for researchers to explore self-ethnography through interviews.

Two conceptual models illustrate the essence of this article, providing practical help to academics and other professionals to advance reflective practice in research and learning.

Reports part of a grounded theory study in which 15 facilitators, already experienced in conventional meetings, were trained to become facilitators of face‐to‐face electronic meetings. Presents a model ‐ “Active reflection” ‐ of the reflective practice processes used by the trainee facilitators. Active reflection is a term which describes the trainees’ accounts of the two complementary action reflection processes: reflection on action (thinking back on what was done) and reflection in action (thinking about the action while one is doing it). Identifies a number of implications for group support systems facilitation training and practice.

Unlike formalist and functional approaches to literacy and teaching writing, a languaging theory approach centers on the dynamic and interpersonal nature of writing. The purpose of this study was to determine students’ ability to engage in explicit reflection about their languaging actions in response to their personal narrative writing to determine those types of actions they were most versus less likely to focus on for enacting relations with others, as well as how they applied their reflections to subsequent interactions with others.

In this qualitative study, thirty seven 12th grade students were asked to write personal narratives and then reflect in writing on their use of languaging actions in their narratives based on specific prompts. Students’ explicit reflections about their narratives were coded based on their reference to seven different types of languaging actions for enacting relations with others.

Students were most likely to focus their reflections on making connections, understandings, collaboration and support by and for others as well as expression of emotions, getting feelings out, sharing issues; followed by references to conflicts, arguing, stress, negative perceptions or exclusion; references to ideas or impressions about ethics, respect, values, morals; use of “insider language;” slang, jargon, dialects; use of humor, joking, parody; and references to adult and authorities’ perceptions or influences.

This research was limited to students’ portrayals of their languaging actions through writing as opposed to observations of their lived-world interactions with others.

These results suggest the value of having students engage in explicit reflections about their languaging actions portrayed in narratives as contributing to their growth in use of languaging actions for enacting relations with others.

Students’ ability to reflect on their language actions enhances their ability to enact social relations.

A languaging perspective provides an alternative approach for analyzing reflections on types of languaging actions.

This study aims to investigate the aspects that influence reflective practice during an action learning approach to management development programmes (MDPs).

A narrative inquiry approach was used to gather interview and pictorial data from 16 participants who had attended an action learning oriented MDP. Data were translated into interpretive stories using McCormack’s lenses, which were further analysed using thematic analysis.

Two key themes emerged: dealing with emotions and practising reflection. Participants initially found reflecting uncomfortable, but showed courage by persevering. Participants had to learn how to reflect and set aside time for it, while valuing support and guidance from their action learning facilitator.

The findings and recommendations may not be relevant to all types of action learning as action learning forms and contexts differ.

Reflective practice is the responsibility of both the participant and the action learning facilitator. Participants need to create the time and space to learn, be fully present during reflection, practice mindfulness and have the courage to be uncomfortable while reflecting. Action learning facilitators could encourage reflection by creating a safe learning environment, selecting a diverse action learning team, designing reflection time into the MDP and helping participants apply reflection tools.

Reflective practice enhances learning; yet there is a need to better understand reflective practice in an action learning context. This study provides empirical evidence of the aspects that influence the reflection process and outcomes as well as practical guidelines to participants and facilitators on how to promote reflection.

The purpose of this paper is to justify, elaborate and elucidate the concepts of action, experience and reflection, and how they are intertwined when discussing contemporary entrepreneurship education. These concepts have been given a meaning in entrepreneurship education, but have not been discussed in-depth, and by that have been abridged in meaning and purpose, and mostly been treated in isolation from each other.

The paper is conceptual and takes its starting point in the historical development of the field and discusses the concepts, from philosophical roots and their application, in entrepreneurship education.

Neither of the discussed concepts are enough to generate learning one by one, as they are intertwined within the learning process that aims to generate knowledge. From this perspective, an understanding of how these concepts work, both individually and in synergy, is of importance for entrepreneurship education.

The discussion presented in this paper may be a starting point for future empirical studies on entrepreneurial learning, by developing the meaning of action, reflections and experience, or by trying to conceptualize them.

The study indicates that entrepreneurship education should not concentrate only on one dimension of the entrepreneurial learning process, as for example, on actions, but should try to combine all of its discussed elements.

By exploring the origins and developments around the concepts, the paper brings a deepened understanding of what the field considers as important when learning entrepreneurship. By decomposing and mutually referring the concepts, the authors contribute to the call of strengthening the theoretical and philosophical understanding in entrepreneurship education.

This chapter explores the benefits of reflective practice in learning environments and discusses the conditions that can impede and facilitate reflection for teachers and teaching assistants. Various strategies and tools to support teaching teams to reflect collaboratively are discussed and recommendations about how to introduce reflective practice are outlined.

The purpose of this paper is to present a model for supporting and increasing teachers’ reflection process.

The model is grounded in two concepts from variation theory: critical aspects and dimensions of variation. Those concepts are related to the concepts of reflection in-, on- and for-action. Analysis of data allows for determination of what kind of reflection is used in teachers’ professional development (PD) and the teachers’ perceptions of the relevance and usefulness of the PD.

The results show that, using the concepts of critical aspects and dimensions of variation, teachers practiced reflection in-, on- and for-action in a non-dualistic way.

The preliminary results confirm that the teachers change their behaviours, through reflection processes, if they have the opportunity to focus on the object of learning and to use research results found in mathematics education in order to open up dimensions of variation in the identified critical aspects.

The design of algebra modules, according to concepts from variation theory and the reflection process, is the main result of this study. The model used in creating the modules has the potential for supporting and increasing teachers’ reflection process.

A conceptual model of work practice evolution is proposed. The model is conceived as an intermediary between models of reflection, action at work and models of organisational teaching in the classroom. It considers work practices as evolving through confrontations between critical aspects, action in context, reflections in-, on- and for-action. The author advocate that the use of the presented methodology is not only inevitable but also vital to improve teachers’ PD.

Human resources (HR) department managers play an important role in the processes of defining and implementing organizational strategies. From this perspective, decisions made by HR managers directly influence organizations’ competitiveness. There is a gap in the literature related to decision-making processes by these managers, particularly with respect to the subjective elements involved in them. This paper’s aim is to analyze HR managers’ strategic decision-making processes from the perspective of reflective practice.

A qualitative study was conducted based on an analysis of five HR department managers’ strategic decision-making processes.

The results indicate that reflection-in-action is one possibility for narrowing the gap between action and reflection in management practice, as this could contribute to improving strategic decisions; HR managers’ decisions are delimited by internal and external organizational issues; and these decisions involve intensive information sharing.

The results of this research contribute to extend the existing knowledge on reflection, one of the subjective elements that influences decision-making processes, and which has been identified as a subject in need of research by several authors (Eisenhardt and Zbaracki, 1992; Hambrick, 2007; Langley et al., 1995; Nutt, 2010).

A better understanding of HR managers’ decision-making processes, particularly in the Brazilian context, which other organizations can use as examples of alternative choices for HR departments strategic management. For managers, reflection-in-action facilitates an effective decision-making process, increases self-knowledge, contributes to the processes of individual and organizational learning and improves managers’ global overview of their organizations.

These results represent a development in understanding one of the subjective elements of HR department managers’ decision-making processes – reflection – and should help to improve the results of strategic decisions by these managers and by managers of other organizational departments.

We blend knowledge creation and complexity perspectives in a model of strategy-making that explains how top managers in organizations that are reinventing their industries in high-velocity environments conceptualize the strategy-formation process. The model is grounded in four in-depth case studies of Internet banks that are part of different established financial groups in Spain. The main findings suggest that strategy-making seems to emerge out of the interplay of the following interrelated constructs: action, reflection-on-action, imagination, and simple guiding principles. The study of such constructs from the perspectives of knowledge creation and complexity theory suggests interesting implications. Action and reflection-on-action seem to form a first SECI (Socialization–Externalization–Combination–Internalization) spiral of knowledge creation. Out of the interaction of action and reflection-on-action, imagination may emerge when the system has reached a “critical state”. Imagination forms a second SECI spiral of knowledge creation. The interaction between imagination and action on a higher level results from the emergence and application of simple guiding principles, which provide the organization with coherence between what is imagined and what is done, and guide the actions taken throughout the organization with flexible planning. We conclude by proposing that strategy-making may be understood as a complex, double-loop process of knowledge creation.