“ Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.” (Drucker. P 2005)
The Reflective Person Use critical reflection as your lens for self-analysis
The reflective person is one who completes less of the task, but is more careful not to make mistakes in what he or she does complete. The individual usually does not make a conscious choice: He or she does what feels natural. (Hackett 2001)
I invite you to take this journey and to use critical reflection to do an honest evaluation of your current situation, not your desired one. This self assessment will help you map the path between now and your desired future far better than setting a few goals and having a “mission”.
It is more important in recent times to understand your strengths in order to know where you belong. The only way to discover your strengths is through feedback analysis. While doing this evaluation, keep in mind Boyatzis’ Management Competency Model describing the 19 generic competencies leading to superior managerial performance.
These self assessments identifies your personality style’
There are performance measures and indicators of strengths and weaknesses, but the question here is HOW do you perform?
How you perform is difficult to MEASURE, however, through reflection, you can gain a better understanding of oneself. A modification to Andresen et al. (2000, pp 232-3) theory helps us to understand HOW we can better understand our performance through reflection:
Preparation for experiential events: using Drucker's feedback analysis, What is your intent in HOW you believe you will perform.
Reflection during an experiential activity: What results are you achieving.
Reflection after the event: Attend to how you felt when you went through the event and re-evaluate HOW you actually performed.
Hackett sees learning as a four-stage learning cycle, one ability of which is “reflective observation”. While the emphasis here is on observing, the descriptor of this ability states that: “The learner observes and reflects on the experience from different perspectives” (Hackett. S. p 104)
The three highest scores, Visual (seeing), Aural (hearing) and Kinesthetic (doing) mean that I can choose and adapt to the learning style being presented.
My Self Reflection: The VARK Learning test is an online questionnaire that points you in the right direction of understanding your learning style. I took this questionnaire and found that I was like 60% of the population, a Multimodel, meaning I learn in different ways. Your Own Reflection: What style of learning do you think you fit? Take this quick and easy assessment and find out! http://www.vark-learn.com/english/page.asp?p=questionnaire
Hackett CBT engages people throughout the training process by communicating “the why, what, how and when” of the process, and by involving individuals in determining “what their competencies are at present, identifying what they need to learn”, and making self-assessments throughout the process to the extent that “they should know they can demonstrate competence before they are formally assessed”. Through this method people are able to determine how they work best with people.
The 15 teamwork skills are defined as 1. Trust, 2. Patience, 3. Respect, 4. Cooperation, 5. Organization, 6. Tension, 7. Interaction, 8. Control, 9. Persuasion, 10. Disposition, 11. Responsibility, 12. Perseverance, 13. Determination, 14. Understanding, 15. Listening
Taking the assessment highlights my own strength and weakness as;
Weakest Teamwork Skill is: Tension
Strongest Teamwork Skill is: Cooperation
Your Own Reflection: What do you think your strength and weakness would be? Go on give it a try! This self assessment identifies your preferred style when working with people http://www.testcafe.com/team/?affil =
Ask yourself, do I produce results as a decision maker or as an adviser? When you self answer, seek out others for real feedback, then assess again….you may be quite surprised!
Drucker states that a great many people perform best as advisers but cannot take the burden and pressure of making the decision. A good many other people, by contrast, need an adviser to force themselves to think; then they can make decisions and act on them with speed, self-confidence, and courage. A Reflection: Decision Maker or Advisor? This question is the ultimate for some people. Our desired answer, as MBA students, is “Decision Maker “ all the way. However do you know your real strength or only your perceived strength?
To be able to manage yourself, you finally have to ask, What are my values?
This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. It’s the "mirror test.” Ask yourself “ What kind of person do I want to see in the mirror in the morning”?
As I always say the rules are the same for everyone
And then you can and should decide where you belong. Or rather, decide where you do not belong.
“ The Person who has learned that he or she does not perform well in a big organisation should have learned to say no to a position in one. He or she who has learned that he or she is not a decision maker should have learned to say no to a decision-making assignment.” (Drucker, 2005)
Hackett suggests that critical reflection begins to occur when people question information, ideas, or behaviour as it leads to the recognition of the range of subtleties that influence an educational situation – the physical, psychological, social, relational, and personal characteristics of those who are involved in the teaching and learning process
“ Do not try to change yourself -- you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or you will only perform poorly.” (Drucker. P 2005)
Critical reflection is important as it helps you to take informed actions, to develop a rationale, for practice, to avoid self-blaming, it grounds practitioners emotionally, it enlivens the learning environment, and it increases democratic trust.
The challenges of managing oneself may seem obvious, if not elementary. And the answers may seem self-evident to the point of appearing naïve. But managing oneself requires new and unprecedented things from the individual, and especially from the knowledge worker.
In taking this journey of Self we hope that it has you seeing with clarity your strengths and weakness which will aid you in becoming the effective leader that you inspire to be.