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• W2474833609 abstract "Richard J. Cotter, Anne Passila and Russ Vince This chapter is a continuation of the discussion we started in Chapter 5, but with a shift of focus. In our previous chapter we examined how to put critically reflective knowledge into practice. In this chapter we consider some of the questions to ask and issues to address in order to research critical reflection in organizations. All research on critical reflection in organizations will require a critically reflective or reflexive process to be part of the research philosophy and design. This means that research on critical reflection will be both the subject of research (research into critical reflection in organizations) and a fundamental element of the research process (critically reflective inquiry). A reflexive stance will help researchers to interpret emotions and power relations within organizations in ways that contribute to knowledge and to future benefits and changes. A reflexive stance is also important because our research may be linked to tacit or explicit organizational politics and to processes of control or compliance. Therefore, in addition to the critical research questions we ask, it will be important to ensure that we ask critical questions of our research, and of ourselves in our role as researchers. This chapter draws on studies that the authors have done independently and then discussed together as a group. We have therefore brought separate but intersecting examples of our approaches to researching critical reflection in organizations. We highlight and discuss three directions for research into critical reflection in organizations/ critically reflective inquiry that represent the collective efforts of the three authors to develop the theory and practice of critical reflection through research. These are: critical action learning, the reflexive space of appearance, and research-based theatre. We understand each of these in terms of their potential to contribute to knowledge about critical reflection in organizations and as overall research designs with high potential for impact as critically reflective inquiry. We presented the characteristics of critical reflection in Chapter 5, but we summarize them again here, re-orientated as a set of ideas that inform management research. In general terms, research into critical reflection in organizations is likely to be action-based (Reynolds and Vince, 2004). There are four ideas that need to be considered and integrated into research design. (1) Critically reflective inquiry within organizations seeks to identify taken-for-granted beliefs and values, particularly those that have become unquestioned or majority positions. This informs choices about strategies for data collection. (2) Critical reflection pays particular attention to the analysis of power relations and relations between power and knowledge. Action-based research into critical reflection will most likely ‘unsettle’ existing knowledge, structures and practices. Therefore, research has to be understood and (carefully) designed as a process of intervention in an organizational system as well as an inquiry into organizational knowledge and practice. (3) Critical reflection involves a shift of focus from individual knowledge (skill or competence) towards a collective, situated" @default.
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• W2474833609 date "2015-01-01" @default.
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• W2474833609 title "Chapter 14: New Directions for Researching Critical Reflection in Organizations" @default.
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