|
Sign In to gain access to subscriptions and/or personal tools.
|
Management Learning, Vol. 32, No. 1,
11-30 (2001)
DOI: 10.1177/1350507601321002
Public Reflection as the Basis of Learning
Joseph A. Raelin
The Wallace E. Carroll School of Management, Boston College, USA, raelin{at}bc.edu
It is through public reflection that we may create a collective identity as a community of inquiry. But how does public reflection differ from introspection, and how does it contribute to self and organizational learning? In this article, the author uncovers the many traditions which constitute the process of critical reflective practice, as may be practiced as part of a project-based learning experience. After defining the concept, the article illustrates why reflection is fundamental to learning and how it can be brought out in the company of trusted others through dialogue. The article goes on to illuminate the relationships between public reflection and the common good, experience, and time, as well as to characterize the skills associated with reflective practice.
Key Words: action learning • critical consciousness • dialogue • knowledge management • reflective practice • work-based learning
 CiteULike  Connotea  Del.icio.us  Digg  Reddit  Technorati What's this?
This article has been cited by other articles:
|
|
|
|
 
P. Lyons
Case-Based Modeling for Learning Management and Interpersonal Skills
Journal of Management Education,
August 1, 2008;
32(4):
420 - 443.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. van Woerkom
Critical Reflection and Related Higher-Level Conceptualizations of Learning: Realistic or Idealistic?
Human Resource Development Review,
March 1, 2008;
7(1):
3 - 12.
[PDF]
|
|
|
|
|
|
|
D. E. Gray
Facilitating Management Learning: Developing Critical Reflection Through Reflective Tools
Management Learning,
November 1, 2007;
38(5):
495 - 517.
[Abstract]
[PDF]
|
|
|
|
|
|
|
G. E. Dehler and R. K. Edmonds
Using Action Research to Connect Practice to Learning: A Course Project for Working Management Students
Journal of Management Education,
October 1, 2006;
30(5):
636 - 669.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. A. Raelin and D. Coghlan
Developing Managers as Learners and Researchers: Using Action Learning and Action Research
Journal of Management Education,
October 1, 2006;
30(5):
670 - 689.
[Abstract]
[PDF]
|
|
|
|
|
|
|
L. Carson and K. Fisher
Raising the Bar on Criticality: Students' Critical Reflection in an Internship Program
Journal of Management Education,
October 1, 2006;
30(5):
700 - 723.
[Abstract]
[PDF]
|
|
|
|
|
|
|
S. Newell, M. Bresnen, L. Edelman, H. Scarbrough, and J. Swan
Sharing Knowledge Across Projects: Limits to ICT-led Project Review Practices
Management Learning,
June 1, 2006;
37(2):
167 - 185.
[Abstract]
[PDF]
|
|
|
|
|
|
|
E. Davenport
Book Review: Management of Knowledge in Project Environments
Management Learning,
December 1, 2005;
36(4):
515 - 518.
[PDF]
|
|
|
|
|
|
|
C. G. Cortese
Learning through Teaching
Management Learning,
March 1, 2005;
36(1):
87 - 115.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. A. Raelin
We the Leaders: In Order to Form a Leaderful Organization
Journal of Leadership and Organizational Studies,
January 1, 2005;
12(2):
18 - 30.
[Abstract]
[PDF]
|
|
|
|
|
|
|
H. Scarbrough, M. Bresnen, L. F. Edelman, S. Laurent, S. Newell, and J. Swan
The Processes of Project-based Learning: An Exploratory Study
Management Learning,
December 1, 2004;
35(4):
491 - 506.
[Abstract]
[PDF]
|
|
|
|
|
|
|
R. Vince and T. Saleem
The Impact of Caution and Blame on Organizational Learning
Management Learning,
June 1, 2004;
35(2):
133 - 154.
[Abstract]
[PDF]
|
|
|
|
|
|
|
C. Rhodes and J. Garrick
Project-Based Learning and the Limits of Corporate Knowledge
Journal of Management Education,
August 1, 2003;
27(4):
447 - 471.
[PDF]
|
|
|
|
|
|
|
M. A. Welsh and D. L. Murray
The Ecollaborative: Teaching Sustainability Through Critical Pedagogy
Journal of Management Education,
April 1, 2003;
27(2):
220 - 235.
[Abstract]
[PDF]
|
|
|
|
