Doctoral Student

Michele Rigolizzo

Michele is interested in the individual experience of learning in organizational settings.  She works with her advisor, Teresa Amabile, to explore the use of reflection at work.  She is also interested in discretionary learning, intrinsic motivation, and how self-perceptions impact response to and efficacy of learning interventions.  Michele works with the Learning Innovations Laboratory at the Harvard Graduate School of Education to bring an academic mindset to the real-world challenges of Chief Learning Officers from all over the world.  She is the primary liaison for visiting scholars and is responsible for providing and guiding research with the acting members. 

Michele is in her second year in the DBA Management program.  Prior to her studies as a doctoral student, she received and Masters of Education from the Harvard Graduate School of Education.  Before returning to school, she worked for eight years in the Research & Development division of Bristol-Myers Squibb.  Most recently, she developed fully integrated learning solutions for both scientific and management audiences in this highly regulated environment.  She has also held roles in strategic management, resourcing, and database development. She supplements her passion for extending the joy of learning with a passion (though only a mediocre skill) for poker.


 
  1. Overview

    I am interested in the individual experience of learning in organizational settings, particularly how employees engage with formal and informal learning at work. I am currently researching the role of reflection for raising awareness of informal learning opportunities in complex work tasks. I am also interested in the impact on performance and innovation of discretionary learning, which grants autonomy to the employee in what, how, and when to learn.

    Keywords: learning; learning and development; Learning Organizations; intrinsic motivation; reflection; Goal setting; performance measurement; innovation; job design; Change Management; Disruption; Fluctuation; Transformation; Disruptive Innovation; Independent Innovation and Invention; Innovation and Management; Innovation Leadership; Innovation Strategy; Job Design and Levels; Knowledge Sharing; Knowledge Use and Leverage; Human Capital; Leadership Development; Leading Change; Goals and Objectives; Performance Effectiveness; Performance Evaluation; Performance Improvement; Work-Life Balance; Working Conditions; Experience and Expertise; Talent and Talent Management; Decision Choices and Conditions; Learning; Retention; Selection and Staffing; Organizational Culture; Attitudes; Behavior; Cognition and Thinking; Creativity; Identity; Motivation and Incentives; Biotechnology Industry; Consulting Industry; Pharmaceutical Industry;

  2. Reflection & Learning at Work

    Learning is described as a cycle of action and reflection. Today’s dynamic and complex work environments may provide ample opportunities for learning, but the in the haste of action the potential for informal learning may be overlooked.

    Reflection for only 10-20 minutes a week may bring this rich source of learning to employees’ attention.

    Keywords: reflection; learning; organizational behavior; Learning; Human Needs; Human Capital; Experience and Expertise; Talent and Talent Management; Attitudes; Organizational Culture; Motivation and Incentives;