Why Organizations Fail to Reflect on Experiences: Insights From a Causal Loop Diagram of Reflection on Experience

Abstract

We apply a system dynamics approach to develop the first literature-based causal loop diagram of systematic reflective practices in organizations. This article captures the underlying feedback mechanisms involved in the process of reflection on experience in organizational settings. It identifies the drivers and obstacles to reflective practices that impact learning and performance in organizations. Past studies have highlighted the significant impact of “reflection on experience” on learning and performance and consider it to be a critical best practice in organizations. However, no studies have addressed the underlying mechanisms of the processes of reflection on experience and why organizations fail to sustain reflection. Organizations have failed in realizing the immense latent potential of these practices due to a lack of a deep understanding of reflective practices. Our article aims to enhance understanding of the system-level mechanisms that cause failures in using reflection on experience. The mechanisms that reinforce or impede the practice of reflection on experience, mapped in our causal loop diagram, can be used as a roadmap to enhance organizations' learning and performance outcomes by systematically improving and increasing reflective practices. We provide multiple insights into the reasons why many organizations fail to sustain reflection and offer recommendations for practitioners.