Management and Decision I Don't Have Time to Think

Critically Evaluate the key arguments and differences in points of view between the commentators and the author

Introduction

In the paper “I don’t have time to think!” versus the art of reflective practice, Raelin started by stating the fact that busy managers and executives favour immediate action over reflective practice. Raelin then went on to lay down his definitions of reflective practice or more accurately public reflective practice. He demonstrated why public reflective practice is important, and suggested a framework on how to carry this out effectively.

In the first part of this assignment, we are to examine the key arguments and differences in points of view between the author and the commentators. I have divided this in to three separate sections.

1) Organisational level public reflective practice

2) Local public reflective practice

3) Skill versus time for public reflective practice

Organisational Level Public Reflective Practice

Raelin highlighted the reasons why public reflective practices in an organisation are important and provided a framework and strategies to make this happen. He suggested that organisations should create a reflective culture where:

* Employees can constantly challenge without fear of retaliation

* An organisation that permits its employee to question the decisions of senior executives without undermining their authorities

DiChiara completely agreed with the above and further provided examples where companies have embraced this idea, creating not just the space but coordinated these public reflective practice sessions.

Moreover, DiChiara believed that this idea should be extended. It should not be bounded within a single organisation, but between different organisations. DiChiara admitted that finding the correct balance between “getting down to business” and nurturing an environment that permits reflection is difficult. In addition, different organisations move at different pace, which would make...