ABSTRACT
This chapter investigates how the practice of reflective learning among advisors who provide customer service is influenced by new institutional demands, strategic learning initiatives and senior management in an organisation using the Balanced Scorecard. It argues that employee's reflective learning from customer relations may be a tool for employee empowerment as well as meeting the organizational demands for control and efficiency. The chapter also argues that the idea of setting aside time for employees' learning is a good strategy, especially in financial organizations. The demands and expectations for management to direct and control employees' work are now increasing in modern organizations. The 'Best Customer Practice' is a manual about how advisors should prepare, conduct and review their customer meetings. Advisors in Norwegian banks have to gain a 'pass' and become authorized in order to keep their responsibilities. The noble contextual demands of a bank to give customers financial support contains ethical challenges with which the advisor must cope.
