In this chapter I explore three questions: What is reflexivity important to managers and management learning? And how can we encourage and support reflexive practice in management learning? In relation to the first question, I offer a way of thinking about reflexivity from a constructionist and deconstructionist perspective. The former is situated in the sociological, existential, and phenomenological literature, the latter in postructuralist and postmodern work. I move on to argue that reflexivity is fundamental to management and management learning because it is about who we are, how we relate to others, and what we do, and thus forms the basis for ethical and responsive management. Finally, I explore the implications of reflexivity for management learning, suggesting that one way of making reflexivity relevant to managers is to focus on reflexive practice. I suggest the basis for this is an understanding of how we make sense of our experience, and offer ways of incorporating reflexive practice in management learning.
