Abstract
Managers have always placed a higher value on action than reflection. Most of them work at an unrelenting pace, focussing on a specific issue for a short period of time, then moving instantly on to the next. But more companies are coming round to the view that managers should be able to call a halt, at least briefly, to the frantic pace of action, and reflect on their experiences. Considers how the Polaroid Corporation is using the process of reflection in its management development.
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