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Additional info for Critical Thinking in Human Resource Development
1981) Ideology, Culture and the Process of Schooling, Philadelphia, PA: Temple University Press. , Knights, D. and Willmott, H. ’, in R. French and C. Grey (eds) Rethinking Management Education, London: Sage. Habermas, J. (1972) Knowledge and Human Interests, London: Heinemann. Hammersley, M. and Atkinson, P. (1995) Ethnography Principles in Practice, 2nd edn, London: Routledge. Jackall, R. (1988) The Moral Mazes: The World of Corporate Managers, Oxford: OUP. Jarvis, P. (1987) Adult Learning in the Social Context, London: Croom Helm.
Beware the unbottled genie 25 Reed, M. and Anthony, P. (1992) ‘Professionalizing management and managing professionalization: British managers in the 1980s’, Journal of Management Studies, 29, September: 591–613. Reynolds, M. (1997) ‘Towards a critical pedagogy’, in J. Burgoyne and M. Reynolds (eds) Management Learning: Integrating Perspectives in Theory and Practice, London: Sage. Reynolds, M. (1998a) ‘Grasping the nettle: possibilities and pitfalls of a critical management pedagogy’, British Journal of Management, 10, 2: 171–84.
Literature and practice on critical reflection often seems to ignore the expression of fear. Fulop and Rifkin (1997) highlight that some fears that individuals experience and reveal to others will propel collective learning, some will inhibit learning and some will have a mixed or an insignificant impact. Robert believes as a result of his fears he has learnt an important lesson ‘nobody’s knowledge is ever complete and discovery takes time’. As a result of critical reflection I have come to understand myself better through a greater understanding of my own behaviour and the forces that influence it.
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