A Systems View Across Time and Space
Reflective practice | Innovation leadership by applying a research methodology in a stepwise approach |
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1 Tacit ‘knowing in action’: performing a task unreflectingly | 0 Unconscious task performance (0 because it precedes reflection) |
A Assessing if task execution matches or mismatches the desired effect: in case of a match this is an unconscious/subconscious process; in case of a mismatch: ‘reflection-on-action’ | 1 Sensing an unexpected outcome: what is going on? Reflecting on one’s understanding of, feelings about and experience with a particular incident |
2 Surprise: a mismatch is assessed in the event when the outcome of task execution is unexpected (positive or negative) | 2 Experiencing and acknowledging an unexpected outcome: is there a problem? Structuring the incident and bringing it to the surface (explicating what is implicit) |
3 ‘Reflection within the action-present’a | 3 Assessing (‘scoping’) the implication of the outcome (defining boundaries and governing values; critical evaluation of outcomes) |
4 Reflection-in-action | 4 Assessing outputs and outcomes and developing alternatives (conceptualizing, restructuring) |
5 On-the-spot experimenting and testing | 5 Experimenting and testing alternatives (general hypothesizing, (re)designing new actions) and striving for validated data (operationalization; putting new actions into a testable framework) |
B Ante-action-reflection (not per se in the case of triple-loop learning) | 6 Anticipating effects of the newly chosen solution; pre-evaluation (specific hypothesizing) |
Performing the task: ‘reflection-on-action’ | 7 Executing the new solution (intervention, implementation of new action) |
(Return to) A Reflection-on-action | 8 Evaluating the outcome of the new action or solution (feedback, a return to ‘reflection-in-action’ and ‘on-action’) |