Selfless Leader • Reflective Journal
Donald Schön — The Reflective Practitioner
Schön helps leaders reflect not only after events, but in the midst of action—when uncertainty, surprise, and judgement collide.
At a glance
- Key idea: Reflection-in-action—thinking while doing.
- Best used when: Situations are uncertain, messy, or value-laden.
- What it helps you notice: Your framing, assumptions, and “moves”.
- Typical risk: Staying stuck in “expert mode” rather than learning with others.
- Leadership benefit: More adaptive judgement and better real-time decisions.
Core concepts
Knowing-in-Action
Competent practice includes tacit knowledge—what we know but struggle to articulate. It shows up in what we do, not just what we say.
Why it matters: Selfless leaders surface assumptions instead of hiding behind “expert certainty”.
Reflection-in-Action
When something surprises us, we pause, reframe, and test a new approach in real time—learning while acting.
Why it matters: It enables adaptive leadership under pressure without defaulting to control.
Problem Setting
Leaders don’t just solve problems—they define what the problem is. Different frames create different options and outcomes.
Why it matters: Better framing reduces blame and increases collective responsibility.
Why this matters for Selfless Leadership
- Humility: Recognise that “expertise” is partial and context-bound.
- Dialogue: Co-create meaning with others rather than imposing a single frame.
- Judgement: Improve real-time decision-making through disciplined noticing and reframing.
- Impact: Turn learning into service—choices that build trust and shared outcomes.
Reflective Journal prompt
As you work through this chapter, make brief notes. These will help you complete the optional journal entry at the end.
Looking back
- What happened that matters—and why?
- What assumptions shaped your choices?
- Whose voices were most and least visible?
Looking ahead
- What will you do differently next time?
- What conversation now feels unavoidable?
- What support, skill, or courage do you need?
Optional end-of-chapter entry: Link experience → learning → intended change.
