Reflexivity and managerial practice

Abstract

Within the postmodern and critical managerial communication and pedagogical literature, reflexivity has traditionally been conceptualized as an epistemological practice that emphasizes intellectual critique. Little attention has been given to how managers act reflexively in conversation with other organizational members. This study sampled managers who were trained from a communication perspective that emphasizes reflexive practice. The results suggest managers adopt a more relationally responsive approach to reflexivity within their conversational practice, which incorporates elements of intellectual critique. Three implications of a relationally responsive approach to reflexivity within managerial practice are highlighted: (1) reflexive practice should be viewed as a relational activity that highlights issues of situated judgment, timing, and rhythm within conversation, (2) reflexive practice emphasizes inclusive, respectful, and safe communication, and (3) reflexive practice is connected to empowerment.

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