Reflective Practice in Sport Management

Abstract

Reflective practice has come to be recognised as a core element of professional expertise. Reflective practice can refer to the ability to analyse one's own practice, the incorporation of problem solving into learning by doing, or application of critical theory to the examination of professional practice. Each of these forms of reflective practice raises a number of significant issues for sport management practitioners, particularly in terms of the way they view their practice. This article explores the concept of reflection and considers its potential contributions to the management of sport. The paper identifies four focal dimensions: (1) the definition and theoretical traditions of reflection, (2) notions of reflection-in-action and reflection-on-action, (3) principles that ought to underpin reflective practice in sport management, and (4) methodological issues requiring further research and examination. It is argued that all forms of reflection are vital to skilful sport management practice. It is suggested that critical reflection provides unique opportunities to understand the practitioner's world, and, in so doing, to provide opportunities for emancipatory practice.