000			01813naa a2200169uu 4500
001			8022115030410
003			OSt
005			20190211163430.0
008			080221s2008 xx ||||gr |0|| 0 eng d
100	1		_aGRAY, David E _930969
245	1	0	_aFaciliting management learning : _bdeveloping critical reflection through reflective tools
260			_aLondon : _bSage Publications, _cNovember 2007
520	3		_aThe aim of this article is to explore how the practice of critical reflection within a management learning process can be facilitated through the application of reflective processes and tools. A distinction is drawn between reflection as a form of individual development (of, say, the reflective practitioner) and critical reflection as a route to collective action and a component of organizational learning and change. Critical reflection, however, is not a process that comes naturally to many managers and may have to be learned or facilitated, either in formal classroom contexts, or through learning processes such as coaching, mentoring and action learning. The article discusses some of the tools available to learning facilitators, in helping a group or client towards a more critically reflective understanding of their situation and organization. These include processes such as storytelling, and reflective and reflexive conversations, and the use of tools such as reflective metaphors, critical incident analysis, reflective journals, repertory grids and concept mapping. Such tools provide an aid to critical reflection, which is seen as one process that mediates between experience, knowledge and action
773	0	8	_tManagement Learning _g38, 5, p. 495-517 _dLondon : Sage Publications, November 2007 _xISSN 13505076 _w
942			_cS
998			_a20080221 _b1503^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c25711 _d25711
041			_aeng