Reflection and Action to Organization Learning

Added on - 07 Apr 2020

  • 4


  • 761


  • 56


  • 0


Showing pages 1 to 2 of 4 pages
Running head: Reflective essay1A CRITICAL REFLECTION AND ANALYSIS ON STRATEGIC FORESIGHT ANDORGANIZATIONAL LEARNING CASE STUDYSubmitted byAffiliationSupervisor’s nameDate of submission
Running head: Reflective essay2After review of the extract from the book I start the argument by trying to understand strategicforesight in respect to suitable methodologies of reflection and action to organization learning. Inmy view strategic foresight is a concept of understanding emerging changes externally in respectto the drivers and capabilities within the organization (Siren & Kohtamaki, 2016). WhileCummings & Worley (2014) define organization learning as a process in which an organizationconceives, act and reflect on the new knowledge Although there are in agreement of betweenforesight planning and organization my opinion is that there are still some cases of ambiguity. Ido understand in any normal practice of strategic fore sighting is reserved for those in higherpositions in organizations those with authority and power to perform functions. But can it bepossible that those in lower positions can participate in strategic fore-sighting and contribute toorganization learning. In my opinion I think that can be possible. Bootz (2010) supports myopinion by stating that it is apparent that organization learning can be achieved by a foresight andcognitive activities that utilizes individual’s representations through questioning sessionsregardless of the management levels and positions.According to Dibrell, Craig & Neubaum (2014) strategic foresight is well known to be amanagement aspect that requires organization individuals to use new methods and skills inpractice to improve their performance. My stand on use of individualistic or collectiveapproaches is that use of collective strategic foresight approach better. The process shouldinvolve decision makers collectively both questioning strategic paradigms and organizationvisions (Weigang, Flanagan, Dye & Jones, 2014). In my opinion I support the idea that theorganization learning need to take place in a community approach that is inclusive. In my ownexplanation community approach involves firm’s representatives and teams make or createknowledge as part of their practice. To support my argument Wolf & Floyd (2017) stated thatstrategic foresight planning should look like a project where participation vision is encouragedamong the members involved to contribute to decision making and forecasting needs.Collectiveness in strategic foresight planning is seen when leaders are given responsibility andauthority to consider the company as organic factor. That means they need to bring participationand togetherness when making decisions in the organization. Vecchiato (2015) explains reasonswhy collective cognitive thinking is a more powerful methodology in strategic foresight planningcompared to individualistic approach.
You’re reading a preview

To View Complete Document

Become a Desklib Library Member.
Subscribe to our plans

Download This Document