Page 13 - Agency Project

2 At the second level we might be forced to stop acting from habit and to
think about how to progress, perhaps because the first position hasn’t
worked, or because the situation is novel, threatening or urgent. We
may, for example, be faced with evidence that our initial response or
action is not suitable or may lead to undesirable outcomes. In such a
situation, we may ask questions, investigate new ideas, inquire into how
others lead, or seek more information. At some point, most people will
actively look for evidence from relevant research.

3 At the third level, we stop and think about ‘why’ we are doing
something in a particular way and attempt to look at things differently.
This involves a weighing of evidence and/or a reframing of an issue
or problem through engaging in self-talk and/or talking with others.
When we do this we become reflective practitioners and begin to
focus on cognitive conflict and tension. In such a scenario, we might
begin to question our values and beliefs in what we are doing; we are
in effect pursuing a line of inquiry into our own leadership. Reflective
practitioners are powerful leaders.

Inquiry into Leadership Learning is about becoming
a reflective practitioner.

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