Critical Reflections: How Groups Can Learn From Success and Failure. Chris Ernst

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      AN IDEAS INTO ACTION GUIDEBOOK

      Critical Reflections

      How Groups Can Learn from Success and Failure

       IDEAS INTO ACTION GUIDEBOOKS

      Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

LEAD CONTRIBUTORSChris Ernst
André Martin
CONTRIBUTORSJoan Gurvis
Kelly Hannum
Michael Hoppe
Richard Hughes
Cynthia D. McCauley
Chuck Palus
DIRECTOR OF PUBLICATIONSMartin Wilcox
EDITORPeter Scisco
ASSOCIATE EDITORKaren Mayworth
WRITERSelby Bateman
DESIGN AND LAYOUTJoanne Ferguson
CONTRIBUTING ARTISTSLaura J. Gibson
Chris Wilson, 29 & Company

      Copyright © 2006 Center for Creative Leadership.

      All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 429

      ISBN-10: 1-882197-93-3

      ISBN-13: 978-1-882197-93-4

      CENTER FOR CREATIVE LEADERSHIP

       WWW.CCL.ORG

      AN IDEAS INTO ACTION GUIDEBOOK

      Critical Reflections

      How Groups Can Learn from Success and Failure

      Chris Ernst and André Martin

       THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

      The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

      Table of Contents

       Leading with Critical Reflections

       First Things First

       Identify the Key Event

       Allocate Time and Space

       Prepare to Orient Your Group

       The Basic Process

       Exploring

       Reflecting

       Projecting

       Advanced Options

       Activities for Exploring

       Activities for Reflecting

       Activities for Projecting

       Other Activities

       Leadership and Organizational Learning

       Suggested Readings

       Background

       Key Point Summary

       EXECUTIVE BRIEF

      Critical Reflections is a process that leaders can use to help their groups learn lessons from key events, positive or negative. The basic process is short and simple. It begins with a key event and includes three stages: exploring—reliving the event and sharing perceptions of what happened; reflecting—reaching an understanding of how and why it happened; and projecting—harvesting lessons for the future. The goal is to create a specific action plan that will set the stage for a productive future.

      Leading with Critical Reflections

      In a world of complexity and rapid change, one certainty is that individuals, groups, and organizations that can continually learn from experience will be more flexible at meeting the challenges of tomorrow. When people undertake shared work over time, certain key events stand out as having the potential to teach lasting lessons to the group as a whole. These types of experiences are the classrooms in which people learn, improve, and grow.

      Yet these lessons of experience can easily be missed in the pursuit of the next big project, client, or initiative.

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