Reciprocal-reflective approach to learning: an approach to increase employee and manager learning

Abstract

Purpose The purpose of this paper is to present for practitioner (manager) consideration an approach to a collaborative learning and problem-solving effort by a manager in partnership with an employee. Fundamentally, in place of manager direction and expertise applied to employee learning, the approach is grounded on manager-employee collaboration that makes use of an approach to learning to: (1) address some work-based problem or issue, (2) share typical leadership roles of goal-setting and problem solving, and (3) jointly working to improve the knowledge, skills, and personal attributes of each partner. Design/methodology/approach The concept of reciprocal reflective approach to learning (RRAL) is created by consideration of some factors that are consolidated, ultimately, to yield an approach to change. They include shared efforts in goal-setting and related tasks, identification of knowledge and skill areas linked to the performance and growth of each of the partners, and the use of a specific learning model. Findings The approach presented can be achieved yet requires much attention by each participant. Reciprocity means that each participant is involved in their own increases in knowledge and skills as well as aiding their partner in her/his improvements. Problem solving is also a large component of their efforts as is relationship building. Originality/value The approach embraces how reciprocal action can go well beyond problem solving and includes manager and employee interest and attention in helping each other to learn, change, and recognize growth in personal attributes.