The Organization in Balance : Reflection and Intuition as Complementary Processes
By: KORTHAGEN, Fred A. J
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ArticlePublisher: Thousand Oaks, CA : Sage publications, September 2005Subject(s): Técnica Administrativa | Instituição | Missão | Desenvolvimento Organizacional | ReflexãoManagement Learning - The Journal for managerial and organization learning 36, 3, p. 371-387Abstract: Two complementary processes that are important in learning within organizations, namely reflection and intuition, are analysed. This includes the introduction of a phase model for reflection. Intuition is examined using concepts borrowed from transpersonal psychology. Within this context, the work of Maslow is discussed and related to Wilbers ideas about the higher stages of human consciousness. Our society places considerable emphasis on rationality and efficiency, which means that reflection often receives more attention than intuition. Both are important, however, and the author argues that in the end it is a question of integrating the reflective and intuitive processes. A concrete method useful for supporting that process is described.
Two complementary processes that are important in learning within organizations, namely reflection and intuition, are analysed. This includes the introduction of a phase model for reflection. Intuition is examined using concepts borrowed from transpersonal psychology. Within this context, the work of Maslow is discussed and related to Wilbers ideas about the higher stages of human consciousness. Our society places considerable emphasis on rationality and efficiency, which means that reflection often receives more attention than intuition. Both are important, however, and the author argues that in the end it is a question of integrating the reflective and intuitive processes. A concrete method useful for supporting that process is described.
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