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Reflective Practice in Personal and Professional Development
Introduction
Reflective practice is one of the essential techniques for personal growth. It refers to self-examination and introspection into ones actions, and decisions after the event have occurred in order to gain a deeper understanding of the potential for future improvements. This method of professional development is especially crucial for our company, as Walmarts organizational structure relies heavily on employees ability to understand customers emotions and intentions. Our company does not actively promote this practice among employees at all levels, which can be perceived as a significant disadvantage, therefore, it requires a talent development program.
Professional and personal development is inseparable from the growth of an organization. Personal achievements have a positive impact on the employees performance, thus bringing the organization additional benefit. Professional development means an employee will be able to perform their job more efficiently, increasing the value they add to the company. There are several core techniques that help people to develop their skills and expand their knowledge. A higher capacity for self-assessment makes the person more suitable for autonomy and decision making, as it gives a better understanding of circumstances and relationships (Fergusson et al., 2019, p. 294). This briefing paper aims to highlight the impact of reflective practice on the performance of both the individual and the organization.
The Importance of Reflective Practice
The growth of an organization primarily depends on the actions of its employees and leaders. In order to make the right decision in any situation, whether business-related or not, it is essential to possess the knowledge that will allow a person to take all present factors into consideration. At this point, the experience is defined as a collection of information about past events and their results. Reflective practice is a method of looking back at these events and breaking them down to the smallest details in order to gain a better understanding and, therefore, experience. What is also important, the change of habits that comes with the adoption of reflective practice gives a person a chance to improve other aspects of his or her life.
Being aware of ones actions and their consequences brings a great deal of information regarding what could have been done better. This retrospection allows the person to become a strong leader, as the accumulated experience gives him or her the more significant potential to guide, motivate, and inspire others. Fergusson et al. (2019, p. 292) state that regular reflective practice allows employees to enhance learning, practical insight, and knowledge about operating successfully when working. Moreover, a person with high self-awareness appears more trustworthy and responsive.
There are many approaches to reflective practice that are suitable for different types of situations, personalities, or goals. These models describe different kinds of events and beliefs that are being analyzed, which can be professional or personal (Hewson & Carroll, 2016). Moreover, they rely on different perspectives that are taken into consideration when a person reflects on his or her experiences (Hewson & Carroll, 2016). The most popular methods are Three Levels of Reflection by van Manen, Four Processes by Schon, and Four Lenses for Critical Reflection by Brookfield (Hewson & Carroll, 2016). They are created to help people to focus on the past to extract benefit from it in the future.
I would like to use Starbucks as an example of a company that heavily relies on reflective practices for growth. The coffeehouse chain is renowned for the hospitality and friendliness of its employees, which is largely attributed to the hiring and training procedures (Kang & Namkung, 2017). The growth of the company relies on reflective practice as a tool for exploring and adapting to the new trends in society. Moreover, its employees are highly social and exhibit superior emotional intelligence.
Emotional Intelligence
Emotional intelligence provides a significant amount of data for reflection, as emotions tend to affect ones actions to a non-negligible extent. Chowdhury (2020) describes emotional intelligence as the ability to perceive, manage, and express emotions effectively in real life. As seen from this description, this ability expands beyond ones emotions and their analysis. A person with high emotional intelligence also possesses great empathy, knows when to listen to other people, takes a more active role in conversations, and knows how to convey their thoughts efficiently. It is expected for a person who regularly employs reflective practice to have higher emotional intelligence due to the changes in behavior and strengthening self-control.
Conclusion
To conclude this briefing paper, I would like to signify the importance of encouraging employees to take time and self-reflect on their actions and decisions at the workplace. Walmart did not implement an efficient managerial strategy that will positively impact the experience of both its employees and customers. By implementing this technique in professional life, our employees and leaders can optimize their behavior, relations with customers and increase the efficiency of managerial activities. As one of the largest companies in the world, Walmart has a social obligation to its workers and customers to improve their lives and promote development.
Reference List
Chowdhury, M. R. (2019) How to improve emotional intelligence through training, Positive Psychology.
Fergusson, L., Van der Laan, L., and Baker, S. (2019) Reflective practice and work-based research: A description of micro- and macro-reflective cycles, Reflective Practice, 20(2). pp. 289-303. Web.
Hewson, D., and Carroll, M. (2016) Approaches to reflective practice. Reflective Supervision.
Kang, J., and Namkung, Y. (2017) The effect of corporate social responsibility on brand equity and the moderating role of ethical consumerism: The case of Starbucks, Journal of Hospitality & Tourism Research, 42(7). pp. 1130-1151. Web.
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