The connection of reflective practice to management competency through a business simulation

This paper reviews critical literature related to learning, reflection and the use of simulations as an adult or experiential learning activity. It describes the impact of a management simulation, designed by one of the authors, as a means of enhancing participant’s competence as practicing managers. Its educational strategy is linked to the input competency movement characterised by the approaches of Boyatzis (1982), Pedler, Boydell, and Burgoyne (2011), Quinn, Faerman, Thompson, McGrath, and St Clair (2008) and Golema, Boyatzis, and McKee (2002). Participants are given the opportunity to reflect on their behaviour and at crucial times during the simulation. At the conclusion of the activity an evaluation form is provided which asks the participants to again reflect on the simulation and how the activity enhanced their learning and insights on their management practice. The emphasis here is on self awareness as a means of increasing their competency in managing others.