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Developing Your Intuition: A Guide to Reflective Practice
Developing Your Intuition: A Guide to Reflective Practice
Developing Your Intuition: A Guide to Reflective Practice
Ebook38 pages32 minutes

Developing Your Intuition: A Guide to Reflective Practice

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Leaders often have to make decisions without complete information, and those decisions need to be both right and timely. Using reflective techniques can help you learn to depend on your intuition for help in making good decisions quickly. Reflective practices may seem time-consuming at first, but the time you put in on the front end will pay you back both in time and in the quality of the decisions you make.
LanguageEnglish
Release dateMar 1, 2004
ISBN9781604916812
Developing Your Intuition: A Guide to Reflective Practice

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    It doesn't really help you to understand reflective practice. But the tools it mentions are helpful.

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Developing Your Intuition - Talula Cartwright

AN IDEAS INTO ACTION GUIDEBOOK

Developing Your Intuition

A Guide to Reflective Practice

IDEAS INTO ACTION GUIDEBOOKS

Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

Copyright © 2004 Center for Creative Leadership.

All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

CCL No. 425

ISBN-10: 1-882197-83-6

ISBN-13: 978-1-882197-83-5

CENTER FOR CREATIVE LEADERSHIP

WWW.CCL.ORG

AN IDEAS INTO ACTION GUIDEBOOK

Developing Your Intuition

A Guide to Reflective Practice

Talula Cartwright
THE IDEAS INTO ACTION GUIDEBOOK SERIES

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated in the course of more than thirty years of research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding

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