This document provides an analysis of critical reflexivity through three levels: reflex action, reflection in action, and reflection on action. It discusses how the author has applied these concepts in their management certificate program group work. It also presents a model developed by the author to bridge reflexive actions and reflections in order to become a more reflective practitioner. The document concludes by noting the author's fear that they will not apply the knowledge and skills learned, but also discusses finding enjoyment in writing this reflective essay.
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
This webinar helps Federally Qualified Health Centers (FQHCs) plan, build, and use operational dashboards to drive transition in their organization. Key Performance Indicators (KPIs) are explored specific to Section 330 grantees and those in the Health Center Program. Strategic Planning KPIs are also included as part of the discussion.
Building and implementing a dashboard takes careful planning and requires certain steps that are covered in this seminar. It is not the recording of the session but can be discussed with David Wagner by callind 855-493-FQHC (3742) or email dwagner@fqhcconsultant.com
At wetter.com we build analytical B2B data products and heavily use Spark and AWS technologies for data processing and analytics. I explain why we moved from AWS EMR to Databricks and Delta and share our experiences from different angles like architecture, application logic and user experience. We will look how security, cluster configuration, resource consumption and workflow changed by using Databricks clusters as well as how using Delta tables simplified our application logic and data operations.
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
CON6619 - OpenWorld Presentation. Oracle data integration, big data, data governance, and cloud integration. Replication, ETL, Data Quality, Streaming Big Data, and Data Preparation
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
This webinar helps Federally Qualified Health Centers (FQHCs) plan, build, and use operational dashboards to drive transition in their organization. Key Performance Indicators (KPIs) are explored specific to Section 330 grantees and those in the Health Center Program. Strategic Planning KPIs are also included as part of the discussion.
Building and implementing a dashboard takes careful planning and requires certain steps that are covered in this seminar. It is not the recording of the session but can be discussed with David Wagner by callind 855-493-FQHC (3742) or email dwagner@fqhcconsultant.com
At wetter.com we build analytical B2B data products and heavily use Spark and AWS technologies for data processing and analytics. I explain why we moved from AWS EMR to Databricks and Delta and share our experiences from different angles like architecture, application logic and user experience. We will look how security, cluster configuration, resource consumption and workflow changed by using Databricks clusters as well as how using Delta tables simplified our application logic and data operations.
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
CON6619 - OpenWorld Presentation. Oracle data integration, big data, data governance, and cloud integration. Replication, ETL, Data Quality, Streaming Big Data, and Data Preparation
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
Using Databricks as an Analysis PlatformDatabricks
Over the past year, YipitData spearheaded a full migration of its data pipelines to Apache Spark via the Databricks platform. Databricks now empowers its 40+ data analysts to independently create data ingestion systems, manage ETL workflows, and produce meaningful financial research for our clients.
DataOps: An Agile Method for Data-Driven OrganizationsEllen Friedman
DataOps expands DevOps philosophy to include data-heavy roles (data engineering & data science). DataOps uses better cross-functional collaboration for flexibility, fast time to value and an agile workflow for data-intensive applications including machine learning pipelines. (Strata Data San Jose March 2018)
End to-end monitoring for a successful Power BI implementationMarc Lelijveld
Implementing Power BI in your organisation is more then allowing people to download Power BI desktop and publish reports to the Power BI Service. People have to be aware of what Power BI is able to achieve for them! But how do you know who is creating what? Using what? Or maybe even more important, sharing (confidential) information with others?
With a Power BI end-to-end monitor you will be able to monitor all Power BI content allover your tenant. These actionable insights will help you to see who needs some extra help, but also in governing your data solutions within your organisation.
In this session I will show you which insights you will get with an end-to-end monitor and how you can monitor your own Power BI environment.
An introductory session to DAX and common analytic patterns that we've built and used in enterprise environments. This session was originally presented at SQL Saturday Silicon Valley 2016.
Understanding SAS Data Step Processingguest2160992
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
As a functional consultant, When i working with different kind of projects or solving tickets or according to the client requirement, may required basis help to find out something which is more important that time. I got stuck many times and realized that few things functional consultant must know about basis.
Everyday learning a new skill only be positive for your career. SAP professionals who want to know SAP Basis basics, here is my slide share link for all...
Business Intelligence Solution in the Health Insurance CompanyThuy Tran
It is the small project of the subject Data Warehousing and Business Intelligence of the course Business Consultant Master in Hochschule Furtwange. The purpose of this project is helping students understand more about Data Warehouse and Data Analytics, able to use SAP BI-DW and Qlik View to create dashboard, reports
Project Management Status Indicators Powerpoint Slide DeckSlideTeam
Now monitor your project’s progress with ease with our project management status indicators PowerPoint slide deck. Our PPT slideshow is designed using an elegant table format in which you can easily compare the different tasks and their status in a stylish and graphical manner. You can analyze which project is assigned to which team member, what is the frequency of priority related to that project and what is the status of completion of it. Using this project status reporting Presentation graphic, you can also address the importance of project communication, which is very important in any business organization. This PPT slide can help you to effectively and efficiently communicate the project status at regular intervals to project stakeholders. Also, this PPT tabular format is designed in a regular, formalized report form so that the progress of any project can be denoted against the project plan. The project status indicators PowerPoint template is completely amendable, so you can modify it as per your requirements. Incorporate our slide visual into your next business presentation and represent your project management status report to your team in an innovative way. Drive every activity with our Project Management Status Indicators Powerpoint Slide Deck. Get the controls firmly in your hands. https://bit.ly/3x3YGAt
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
Using Databricks as an Analysis PlatformDatabricks
Over the past year, YipitData spearheaded a full migration of its data pipelines to Apache Spark via the Databricks platform. Databricks now empowers its 40+ data analysts to independently create data ingestion systems, manage ETL workflows, and produce meaningful financial research for our clients.
DataOps: An Agile Method for Data-Driven OrganizationsEllen Friedman
DataOps expands DevOps philosophy to include data-heavy roles (data engineering & data science). DataOps uses better cross-functional collaboration for flexibility, fast time to value and an agile workflow for data-intensive applications including machine learning pipelines. (Strata Data San Jose March 2018)
End to-end monitoring for a successful Power BI implementationMarc Lelijveld
Implementing Power BI in your organisation is more then allowing people to download Power BI desktop and publish reports to the Power BI Service. People have to be aware of what Power BI is able to achieve for them! But how do you know who is creating what? Using what? Or maybe even more important, sharing (confidential) information with others?
With a Power BI end-to-end monitor you will be able to monitor all Power BI content allover your tenant. These actionable insights will help you to see who needs some extra help, but also in governing your data solutions within your organisation.
In this session I will show you which insights you will get with an end-to-end monitor and how you can monitor your own Power BI environment.
An introductory session to DAX and common analytic patterns that we've built and used in enterprise environments. This session was originally presented at SQL Saturday Silicon Valley 2016.
Understanding SAS Data Step Processingguest2160992
Learning
Base SAS,
Advanced SAS,
Proc SQl,
ODS,
SAS in financial industry,
Clinical trials,
SAS Macros,
SAS BI,
SAS on Unix,
SAS on Mainframe,
SAS interview Questions and Answers,
SAS Tips and Techniques,
SAS Resources,
SAS Certification questions...
visit http://sastechies.blogspot.com
As a functional consultant, When i working with different kind of projects or solving tickets or according to the client requirement, may required basis help to find out something which is more important that time. I got stuck many times and realized that few things functional consultant must know about basis.
Everyday learning a new skill only be positive for your career. SAP professionals who want to know SAP Basis basics, here is my slide share link for all...
Business Intelligence Solution in the Health Insurance CompanyThuy Tran
It is the small project of the subject Data Warehousing and Business Intelligence of the course Business Consultant Master in Hochschule Furtwange. The purpose of this project is helping students understand more about Data Warehouse and Data Analytics, able to use SAP BI-DW and Qlik View to create dashboard, reports
Project Management Status Indicators Powerpoint Slide DeckSlideTeam
Now monitor your project’s progress with ease with our project management status indicators PowerPoint slide deck. Our PPT slideshow is designed using an elegant table format in which you can easily compare the different tasks and their status in a stylish and graphical manner. You can analyze which project is assigned to which team member, what is the frequency of priority related to that project and what is the status of completion of it. Using this project status reporting Presentation graphic, you can also address the importance of project communication, which is very important in any business organization. This PPT slide can help you to effectively and efficiently communicate the project status at regular intervals to project stakeholders. Also, this PPT tabular format is designed in a regular, formalized report form so that the progress of any project can be denoted against the project plan. The project status indicators PowerPoint template is completely amendable, so you can modify it as per your requirements. Incorporate our slide visual into your next business presentation and represent your project management status report to your team in an innovative way. Drive every activity with our Project Management Status Indicators Powerpoint Slide Deck. Get the controls firmly in your hands. https://bit.ly/3x3YGAt
Coronado Real Estate - Distinctive Homes Magazine - Gerri-Lynn Fivescoronado4sale
Coronado Real Estate - Distinctive Homes Magazine - Gerri-Lynn Fives, Coronado Island Real Estate, Coronado Real Estate, Coronado Homes For Sale, Prudential California Realty, 30 Spinnaker Way, Coronado Cays
This presentation shows implementing M-commerce with Waste management can do something very much effective and needed for Bangladesh.I took help from http://www.wasteconcern.org/
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
In today’s uncertain world, employees need a way to make sense of competing demands that create tension. Such conflicting demands include planning for the long term and operating in the short term; acting globally while dealing with local needs; collaborating and competing with other companies.
HRM3120
Individual and Organisational Change
2013 - 2014
Reflective Journal
Name and Family Name
Student ID
Table of Contents
Introduction………………………………………………………………………………..4
What is Reflection? ……………………………………………………………………… 6
Tools for Reflection ……………………………………………………………………….7
Wk 1: Introduction to the Module ………………………………………………………...8
Wk 2: A Changing World ……………………………………………………………….11
Wk 3: What does this mean for Employability?................................................................14
Wk 4: Marketing Yourself 1…………………………………………………………......17
Wk 5: Understanding Yourself 1........................................................................................20
Wk 6: Marketing Yourself 2..............................................................................................23
Wk 7: Understanding Yourself 2…………………………………………………………26
Wk 8: The Individual and Change.....................................................................................29
Wk 9: Tutorial 1………….................................................................................................31
Wk 10: Tutorial 2…………………………………………………………………..…….33
Wk 11: Taking Stock and Creative Management..............................................................35
Wk 12: Understanding Organisations................................................................................38
Wk 13 Leadership of Change…………………………………………………………….40
Wk 14: Models of Change 1…….......................................................................................43
Wk 15: Models of Change 2…….......................................................................................46
Wk 16: Systems Diagramming 1........................................................................................49
Wk 17: Systems Diagramming 2…....................................................................................52
Wk 18: Working with Case Studies...................................................................................55
Wk 19: Taking Stock through Reflective Practice.............................................................57
Wk 20: Tutorial 3...............................................................................................................60
Wk 21: Tutorial 4…….......................................................................................................63
Wk 22: Theatre of Change Production...............................................................................66
Wk 23: Self-directed Study: Reflecting on your Learning Journey...................................69
Wk 24: Self-directed Study: Completion of Reflective Journals.......................................71
Introduction
Throughout your time at university, a lot of emphasis has been placed on supporting you to develop your skills in using reflection as a tool for learning from experience. The main reason for this is to provide you with a way of thinking a ...
Persuaive Essay. School essay: Persuasive essay topisElizabeth Pardue
50 Free Persuasive Essay Examples (+BEST Topics) ᐅ TemplateLab. Persuasive Essay. An example of persuasive essay. School essay: Persuasive essay topis. The “art” of persuasion…Writing a PERSUASIVE ESSAY. The Persuasive Essay. Free Printable Persuasive Writing Graphic Organizer - Printable Word .... Best 25+ Persuasive writing examples ideas on Pinterest | What is .... A Guide to Writing a Winning Scholarship Essay - Reprise Cartouches. Persuasive Essay Writing prompts and Template for Free. Persuasive essay examples for 6th graders – Help in writing an essay .... Essay websites: What is a persuasive essay. Persuasive Essay Examples. School essay: Example for persuasive writing. 9 11 persuasive essay. 10 Daring Persuasive Argumentative Essay Topics - Academic Writing Success.
Respond to PeersReview several of your classmates’ posts, and.docxcarlstromcurtis
Respond to Peers:
Review several of your classmates’ posts, and by 11:59 p.m. on Day 7 of the week, respond to at least two of your classmates’ posts. You are encouraged to post your required replies earlier in the week to promote more meaningful interactive discourse in this discussion. In your reply to your classmates, you must identify usage of applied behavioral science concepts in your classmates’ posts. In addition, ask questions that might help to further your understanding of the discussion or take the discussion to a deeper level. Did you agree with their conclusions based on the examples they presented? Why, or why not? Did they communicate the concepts from the readings in a clear, accurate, and precise manner? Explain. View the
Critical Thinking Community (Links to an external site.)Links to an external site.
website for further assistance.
Candace Lyons
FridayJan 26 at 11:50am
Manage Discussion Entry
I worked as an executive assistant to the Garrison Commander who was a Colonel in the Army. I had expressed interest in moving to another position and told him my future goals. He really invested time with me and challenged me to do more and do it better. He led by example and he also empowered me to take over projects and lead teams. He would task me to do things that I had never done before and write speeches for him to deliver at observances. I was very frustrated at first. When I messed up, which I did a lot of at first, he called me in his office and asked me to explain my rationale. Then he would walk me through his thought process and introduced me to resources that he used. When he moved on to his next assignment, I was offered and accepted a position working as an advisor to a 3-Star General. He really played a major role in launching my career.
I would describe him as a transformational leader. "Transformational leaders motivate and inspire their followers to exceed expectations and foster personal growth" (Mühlberger and Traut-Mattausch, 2015, p. 201). He really challenged me to think more strategically, provided constructive feedback, and invested time into my professional development. He knew I had a vested interest in mission success and that I would give my all. He gave me the confidence to believe in my abilities and pursue my goals. He also gave me stern reminders to go back to school and get my degree.
I currently work with international allies and across the globe. Globalization has changed the workplace, requiring people to understand the strength in diversity and cultural ethics. Each Presidential administration changes the dynamics of international relationships. Industry and Organizational psychologist can help people discover the world from other vantage points.
According to our text, "self-efficacy refers to an individual's belief in his or her ability to successfully complete the steps required for a given task or to achieve a certain goal" (McCarthy Et. 2016). The Commander c ...
EXTRA CREDITWe just finished watching 12 Angry Men, a movie which .docxssuser454af01
EXTRA CREDIT
We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
INTEGRATIVE THINKING 2.0:
A USER'S GUIDE
TOYOUR
OPPOSABLE MIND
How to embrace opposing models and apply Integrative Thinking
in four (not always easy) steps.
by Jennifer Riel and Roger Martin
IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
In fact, as Drucker hints, opposing models are only a prob-
lem when we choose to treat them as such. Sloan's example of-
fers another, more productive approach, which is to use conflict-
ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
look for a better answer, treating opposing models as ...
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. Word count: 2497
SKIP?
SKIP?
SCiP!
Critical Reflexivity; smoke and mirrors or philosophy?
Justin Moseley; 201162717.
Professor T. Mullen and Miss C. Reid
2. CONTENTS
Introduction ............................................................................................................................................ 2
Adaptation .............................................................................................................................................. 2
Reflex action........................................................................................................................................ 2
Reflection in action ............................................................................................................................. 3
Reflection on action ............................................................................................................................ 3
Application .............................................................................................................................................. 4
Reflex Action ....................................................................................................................................... 4
Reflection in action ............................................................................................................................. 4
Reflection on action ............................................................................................................................ 4
Anticipation ............................................................................................................................................. 5
Reflex Action ....................................................................................................................................... 5
Reflection in action ............................................................................................................................. 5
Reflection on action ............................................................................................................................ 5
Learning outcomes - Bridging the gap; Reflexive methodologies .......................................................... 6
Reflex action........................................................................................................................................ 6
Emotion ........................................................................................................................................... 6
Preconceived rationality ................................................................................................................. 7
Reflection on Action............................................................................................................................ 7
Journals ........................................................................................................................................... 7
Conclusion ............................................................................................................................................... 8
Bibliography ............................................................................................................................................ 9
TABLE OF FIGURES
FIGURE 1; SITUATIONAL COMMUNICATION (MOSELEY, 2012) 6
FIGURE 2; PHILOSOPHY OF REFLEXIVE REFLECTION (MOSELEY, 2012) 7
1
3. Critical Reflexivity; smoke and mirrors or philosophy?
Introduction
My life has been primarily spent within institutions. I attended boarding school and then spent
twenty years working in the Merchant Navy. Three years ago I came ashore to work on a large
offshore construction project. During this latter tenure I met two MBA’s, both of whom were
instrumental in my attendance of this course. Furthermore, they gave me pause for thought in two
varying different ways.
I discovered John had an MBA. Through our discussions I began to form an idea of what it was and
what it meant to achieve this qualification. However, one aspect I did not “get” during our
conversation was that he stated how incredibly frustrating it was working on the project. This was
due to his cognizance of how things should be done, as opposed to how things were done.
I now have an altered view of the project from time and spatial perspectives. I also have a
perception of strategic tools and best practices, which prior to attending Strathclyde I did not even
know existed. Through this insight I understand John’s frustration. Furthermore, I now see how
issues could have been ameliorated or avoided if the project personnel were more open minded and
not involved in poor management practices which, in retrospect, were pervasive.
My challenge is that I am not a naturally reflective person. Moreover, due to the nature of my action
orientated employment I was the quintessential “energetic problem solver” (Van Der Heijden et al.,
2002, p.230). My challenge is how, or can, I transit through the managerial spectrum in order to
become a reflective practitioner (Schön, 2007)?
Adaptation
Reflex action
On the initial morning of SCiP I was a little nervous about whom my team would be. My concern was
due to my perception of some individuals within the cohort and the feeling that that they would not
match my standards. However, my reflex thinking was counterproductive; sometimes as a manager
you may be placed within an unknown group and have to ensure high performance regardless of
composition. Ultimately the team was formed from two self-selected groups, and a part time
student. My reaction to this was satisfaction; I had not worked with the other full timers, though I
was aware of their high performing reputation. I was however, concerned about the unknown
qualities of the part time member. The irony of this misperception is not lost on me, as Andrew
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4. performed very well. A salutary lesson is to be consistently open minded and to embrace the
unknown.
Initially in the syndicate room, I noticed that the two self-select teams reflexively sat together at
opposite ends of the table. Using Bolman and Deals (2008) frames I was conscious of potential
conflict arising if we did not integrate. I altered my seating and sat with the other group thus
reducing the potential of factionalisation.
Reflection in action
Through the course of the next few days it became apparent that the group created a richness of
discussion and were adroit at avoiding groupthink (Whyte, 1952). However, the counterpoint of this
richness was that we were affected with “paralysis by analysis.” On one occasion Andrew, stepped in
and “broke the fame” (Bolman and Deal, 2008, p.13) suggesting that we split into sub sets and we
worked more successfully this way. This ability to reflect whilst in action suggested by Schön (2007)
gives the practitioner an aptitude to manage ambiguous and unique situations. This was an excellent
learning process; sometimes I become entrenched in a feedback loop of non-optimal decision
making, where I am unable or not open to seeing better solutions.
Reflection on action
My tenure in the Merchant Navy training developed my leadership ability. This is not what would be
considered a democracy due to the explicit hierarchy; it lies within the “structural” leadership frame
(Bolman and Deal, 2008). My challenge is that I am no longer at sea and requirements ashore differ.
Due to my training, background and strength of character there is a reflexive propensity for me to
dominate groups. Mckenna and Beech (2008) suggest it would be beneficial to utilise
“tranformational leadership,” whereby I lead by example and empower others. However, due to my
force of character, leading by example can be detrimental as I can seem overbearing. Moreover,
what I consider to be empowering people may be perceived as giving orders. I have developed
strategies to ensure all group members have an opportunity to give their input. For example, one
method I applied was ensuring the group gave their opinion first. I found if I gave my perspective
initially, I felt people just agreed with me (or otherwise I am right, A LOT).
On joining a new group for SCiP, I decided to take a step back and see how the group developed.
This gave me a new perspective; I began to comprehend different types of leadership, the explicit
where you lead from the front, or the leader who stands aloof from the action, but is more adroit at
seeing holistically. Using Hersey’s (1984) situational leadership model, the SCiP group was generally
within the “leadership through delegation” aspect. We were all self-starters driving towards the
same goal. However, after the inadequate trial presentation, the model had to be changed to
“leadership through directing.” I pointed out that while we had excellent ideas, if we did not
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5. capitalise on them we would not achieve our goals. Specialised tasks were duly delegated to the
group (Weber, 1947) which remotivated and refocused us and resulted in a much improved
presentation.
Application
Reflex Action
I have noticed during SCiP and previous modules that there is a reflex action of bounded limitations
which some of the cohort place around themselves. I have lost count of the amount of times I have
been asked or overheard “are we allowed to do this?” The difficulty arises when this fear of failure
creeps into the group and stifles the innovative use of tools resulting in “satisficing” (Simon, 1957);
whereby outcomes and behaviours are diluted (Cropper et al., 2009) resulting in mediocrity.
Reflection in action
Our SCiP group had an older demographic, we had confidence in ourselves and each other to forge
ahead and not follow instructions explicitly. For example, during the option wind tunnelling, rather
than follow the process unequivocally we “self-wind tunnelled” using procedural rationality (Cropper
et al., 2009). To achieve this we discussed whether the generated options were feasible and fitted
the client’s requirement, thus refining the options in a less structured manner, but with excellent
results.
On one occasion however, the group became lost as we were “free styling.” Due to not following the
instructions we had missed a critical aspect of the tool and therefore had to reiterate the process.
Reflection on action
Weick, (1998) suggests that a balance is required to ensure that the bounds of rationality do not
stifle innovation. From the aforementioned examples it can be seen that dependent upon group
composition, the use of tools may vary; there is no “right” way (Weick, 1995). Creativity should be
nurtured wherever possible (Drucker, 1954) and mistakes which occur should not be dwelt upon. If a
team member is lambasted for errors, they are unlikely to engage and propose ideas again.
Whilst there are benefits from being creative, cognizance should be given to the inherent pitfalls of
not explicitly following procedures, as demonstrated by our free styling efforts. Utilisation of
reflection within double loop learning (Argyris, 1991) means that whilst mistakes may be made, the
next time the cycle is completed there should be no reoccurrence of that particular mistake and
creativity is able to flow unimpeded.
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6. Anticipation
Reflex Action
Prior to the client interview, the group reflexively decided to don business attire, style the room in a
particular way and offer coffee and biscuits. This decision felt like the right thing to do, as it gave a
statement of intent; that we were serious and committed. It was refreshing when the client arrived
in a hoody and was relaxed. This however, shows that our perception of the situation may not have
matched the clients.
Reflection in action
Andrew, (the warm blanket) was the spokesman for the team. His style of communication was
something unique, if in my opinion, a little too acquiescent (which I did tell him). His ability to talk
gently in an amenable manner was very different to the forthright and possibly abrasive
communication I use, this challenged my perception of what I consider normal.
Reflection on action
On my last project there were huge issues between us (the principle contractors) and the client. I
have wondered whether cultural differences were at fault as the organisations were American and
Scottish respectively. In retrospect, I think it may have been something more fundamental; the
inability to communicate in a reasonable manner throughout the organisation. I remember the
Project Director commenting that this type of project commenced well, but once the contract was
signed, the client and contractor were at loggerheads. If this was the communiqué that the Director
was sending, it is unsurprising that at the contracts termination there is still a three hundred million
pound legal claim between the organisations (Blackwell, 2012).
One of my favourite paradigms is “communication is key.” Seeing how different methods of
interaction were utilised to advocate varied perspectives in this module struck me (Wittgenstein,
1980). Referring to situational leadership theory (Hersey, 1984), the model could also be utilised for
communication. Whereby the practitioner changes their voice, pitch and language dependent upon
who their audience is. In the Navy, instructions were issued in a clear, concise and unambiguous
manner. Whilst this method has its practicalities in certain forums, I have seen people wince at my
tone or directness. Observing Andrew allowed me to understand how I could ameliorate my
communications to suit the audience. I have utilised the quintessential MBA two by two below to
demonstrate this.
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7. Figure 1; Situational Communication (Moseley, 2012)
Learning outcomes - Bridging the gap; Reflexive methodologies
Throughout this year, we have been told that we should be more reflective, have a sense of being
and that we should embrace new ways of practicing. However, no one elucidates on how to achieve
this. Cunliffe (2004) suggests that reflexivity is a philosophy, Gray (2007, p.496) states reflexivity is
“more than learning,” while Argyris (1991) highlights the challenge “smart people” find in being
critically reflexive. How then can I, an action orientated practititioner, moderate reflex, engender
reflection, thus becoming a practitioner of reflective philosophy?
Following a review of methodologies, I have composed a subjective model of reflective philosophy.
This considers the aspects of reflex and reflection previously discussed, with additional internal and
external trigger points.
Reflex action
Emotion
Goleman (2004) suggests that humans are driven by emotional reflex due to the evolution of the
human brain; layers of intelligence and rationality overlay primal strata. Due to this composition the
primal can overpower the rational (Goleman, 2004). Luft and Ingham (1950) suggest that
appreciation of feedback ensures the pratitioner’s cognition of how their actions are percieved
externally.
Knowing oneself, internally and externally, enables the practitioner to be cogent of emotional
manifestation and rationalise it, thereby reducing the negative, whilst enhancing positive
responses.
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8. Preconceived rationality
Schön, (2007) discusses tacit knowledge and Weick, (1993) suggests contextual reality. Both terms
suggest a preconception of rationality, whereby the practitioner has situational knowledge and
reacts reflexively. This preconception may mask contextual reality, the practitioners reaction
becomes routine, reality is not percieved and over learning occurs (Schön, 2007). Weick, (1993)
suggests that intersubjectivity allows for synthesis of opinions and minimising subjective errors.
Being open to intersubjectivity will not only strengthen groups I am part of, but also the decision
making process – thereby engendering a rationalised synthesis of reality.
Reflection on Action
Journals
Cunliffe (2004) and Gray, (2007) advocate the use of journals as a tool for reflection on action. From
a personal perspective I forsee two challenges arising from this. The first being I am overly self
critical, this aspect of my character can be destructive. To alleviate this, I should use the “cognition
of emotion” facet of my model, allowing objective self evaluation. Secondly, thought should be given
to writing in a critically reflexive manner, (Cunliffe, 2004, p. 415). This leads to evaluating oneself in a
subjectively critical style, which, due to defensive reasoning (Argyris, 1991) could be challenging to
the holistic nature of the reflexive philosophy. However, since I have precognizance of these
potential downfalls, I should now be capable of avoiding these negative processural aspects.
Furthermore, journal use should enable me to differentiate the reality of my actions against my own
subjectivity, thus promoting self awareness and a reconceptualisation of reality.
Figure 2; Philosophy of Reflexivity (Moseley, 2012)
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9. Conclusion
The final MBA vignette;
During my previous role the second person I met with an MBA was the Chief Executive of a port. From
him I gained understanding of the time and energy commitment required to complete an MBA. On
one occasion I asked him what aspects he used from the MBA, he paused, looked stricken, turned to
me and said quietly “nothing.”
This is my biggest fear; I spend this year absorbing strategies and skills, then do not use the tools,
knowledge or best practices, due to either my own non-reflective personality, or perhaps exigencies
of work. This meeting has been at the forefront of my mind throughout this year and its negativity
and potential occurrence still concerns me.
It is perhaps ironic then, that over the last two weeks whilst having no modules or assignments to
complete (save this one) I have enjoyed writing this reflection. I found myself walking around
Brighton contemplating this essay and as I looked at particular things I decomposed them into MBA
terms; the queue at airport security became a normal distribution curve, advertisements became
market strategies, my thoughts on my actions during the day were reflective and critical rather than
a stick to beat myself with. They acknowledged my failings, but saw positives and how I
could/should/would improve.
Finally, utilisation of the trigger points and acceptance of external inputs within the philosophy
model will, I hope, further open my personality and allow for more collaborative working. Embracing
the rational will, in turn, make me a better manager and person.
Perhaps there is a new trick in the old sea dog?
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