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Presentation at ARTEL 2013, co-located with ECTEL 2013, Paphos, Cyprus
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Linking Reflective Learning and Knowledge Maturing in
Organizations
ARTEL Workshop 2013, Paphos, Cyprus
Birgit Krogstie, Andreas Schmidt,Christine Kunzmann, John Krogstie, Simone
Mora
http://spironto.de 2
Motivation
Reflection is a key activity for workplace learning
Current approaches to understanding and supporting reflection focus on the individual and the team level
It remains challenging how reflection is embedded into organizational knowledge development
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Knowledge Maturing
Knowledge Maturing is a promising perspective on explaining knowledge development across the scopes of the individual, the team, and the organizational level
It also clearly differentiates between artefacts and the knowledge they (try to) represent
Goal: Linking individual and team reflection perspectives
developed within MIRROR with the knowledge maturing model (originally
developed in MATURE, now further developed in LAYERS)
Sep 2013
http://spironto.de 4
Knowledge Maturing
Sep 2013
http://spironto.de 5Sep 2013
http://spironto.de 6
Propositions
1. Expertise moderates knowledge maturing through reflection
2. The maturity of knowledge used in reflection moderates the reflection process
3. Discrepancies between knowledge elements trigger reflection and thereby affect knowledge maturing
Sep 2013
http://spironto.de 7
Examples
Examples of reflective learning in two care homes
Rose Garden Care Home Two days observations Three in-depth interviews with carers Care principles are explicit in a flower-model of care
Community Care Home Semi-structured interview Prior contact to the care home Characterized by high degree of stability
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1. Expertise and Knowledge Maturing
Relationship to care principles in the Rose Garden Care Home
Carer 1: (new to the care home) learns care principles by heart to be prepared for
management inquiries seeking to learn from others how to apply them
Carer 3: (senior carer) aware of trade-offs and conflicts in practice debates with management, thereby actively
contributing to developing the collective knowledge about „doing the right thing“ further
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2. Maturity and Reflection
Community Care Home Relevance of documentation requirement is a
recurring topic for reflection, which is unproductive Legal requirements presented as standardized
knowledge on good care But: this view is not shared
Problem: Artefact (legal requirements) mixes two different
purposes and associate knowledge maturity: delivering good care and compliance
Pretended maturity indicates non-changeability
Rose Garden Care Home Care principles as mature knowledge Scaffolds everyday practice, and provides a shared
point of referenceSep 2013
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3. Discrepancies
Individual – collective knowledge Senior nurse observes new carers and reflects
about her strategies for onboarding them
Artefact – collective knowledge Care plan vs. (collective) knowledge about a
resident Reflection leads to changes of the care plan
Another example Documentation requirements (what needs to be
documented) Vs. Knowledge what is useful
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Implications for design
Example: Note taking app for carers in the Rose Garden care home that is using the care model as a conceptual anchor
Prop. 1: Introduce different levels of contribution Beginners: learning care principles Experienced: linking experiences to discover
discrepancies Prop. 2: Allow for promotion of notes to higher
level of maturity Prop. 3: Allow for explicit between experiences,
collective knowledge (care model) and artefacts to discover discrepancies Add additional aspects such as personhood, time,
consentSep 2013
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Conclusions
Knowledge Maturing is a useful framework to embed reflection models into the overall organizational knowledge development
Propositions Individual expertise influences the quality of
reflection processes. The maturity of knowledge involved in reflection
sessions influences reflection processes. Discrepancies between individual & collective
knowledge as well as artefacts are triggers for reflection.
Combinations of these perspective can enrich both reflection models and models of organizational knowledge developmentSep 2013
http://spironto.de 13
Team
Birgit Kroegstie, NTNU, [email protected]
Andreas P. Schmidt, Karlsruhe University of Applied Sciences, [email protected]
Christine Kunzmann, Pontydysgu, [email protected]
John Krogstie, NTNU, [email protected]
Simone Mora, NTNU, [email protected]
Sep 2013
