The Power Of Reflection In Workplace Learning
The Power of Reflectionin Workplace Learning
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNING“We do not learn fromexperience we learn fromreflecting on experience.”- John Dewey2
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGLearning and Development (L&D) programsin organizations today are failing employees.Although American companies spend 160B onemployee training and education each year,studies show that up to 75 percent of informationis being forgotten.1,2 In an increasingly uncertainand unpredictable world, it’s critical that HRleaders reexamine their approaches to employeelearning and ask themselves: Are we developing aworkforce that can adapt and thrive with the paceof change?In today’s workplace, most L&D programs are not producing lastingbehavior change. Development is focused more on memorizing factsor learning-by-doing—with little reinforcement to help employeesprocess and integrate new knowledge and skills. As a result,employees quickly forget what they’ve learned, and regress back toprevious behaviors and mindsets.Programs are missing an integral part of the learning process—theact of reflection. Research shows that reflection is critical to helpingus deepen and integrate learning, and effectively apply it to ourwork and our lives. In fact, reflecting on what has been learned canincrease performance by 23 percent.3In this whitepaper, we will explore the essential role that reflectionplays in how employees learn new skills, change behaviors, andultimately improve their work performance and overall well-being.We’ll also look at some of the common misconceptions aboutreflection, and share practices for how to build reflection into bothyour L&D programs and your employees’ daily work experiences.3
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGWhat is reflection?Reflection is defined technically as the “articulation and codificationof experience accumulated in the past.”4 Put more simply, reflectionis careful thought about our behaviors and beliefs. It involvesassessing our assumptions and reactions to an event, or ponderingthe meaning and implications of an experience, carefully andpersistently. With reflection, we act and move forward in a moremeaningful and thoughtful way.Reflection is an important part of the human experience thatdifferentiates us from other living beings. It is fundamental to ourgrowth and development, especially in developing higher mentalfunctions such as problem solving and decision-making skills.Why reflection in the workplace?In the workplace, employees typically learn and practice new skillsthrough L&D activities such as hands-on trainings or simulationsin classroom settings—with no periods of reflection. Without theopportunity to reflect, programs are far less effective at effectingreal change, with employees often returning to the status quo.Here’s why: Once a person has accumulated a certain amount ofexperience with a task, the benefit of more experience is actuallyinferior to the benefit derived by devoting time to reflecting uponthe experiences they’ve already had.5 Simply put, there is a pointof diminishing returns on experience. We can’t learn more simply bydoing more. We must also reflect upon what we’ve done in order tochange and grow.A study among customer service workers demonstrated the impactof reflection on performance. In this study, researchers comparedemployees’ performance on a task under several conditions:practicing the task alone, self-reflection alone, and self-reflectionwith sharing (e.g., communicating with others about their progress).4
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGResults showed that workers who practiced self-reflection, and thosewho reflected and shared their experiences with others, performedsignificantly better than those who merely practiced. Those who selfreflected were also much more likely to be in the top-rated group forcustomer satisfaction across all participants.6By practicing reflection, employees can better integrate learnings andapproach work with an improved state of awareness and confidence.What Makes Reflection a PowerfulLearning ToolTo understand the power of reflection on learning, we mustunderstand how the brain processes experience. Inward focus andreflection impact the way our brains make memories, how we makemeaning, and how we transfer learning into new contexts.When looking at long-term learning and development, fMRI studiesof the brain have found that the neural networks essential for learningfrom classroom content are separate from those involved in thereflection and consolidation that should accompany that formalizedlearning. In this neural “partnership,” one system is responsible for“looking out” (conscious effort) and the other one is focused on“looking in” (introspection, remembering, or reflecting). Each system isequally important.7Both systems can actually enhance the brain’s performance whenworking in the other’s mode. For example, researchers have foundthat even momentary time spent “looking in” can improve “consciouseffort” tasks like perception, attention, and goal-directed cognition.8Educational psychology has long since recognized the impact ofreflection on overall brain function and learning. In schools, reflectivepractices are a core part of many curriculums, and have been shown5
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGto drive improved student performance. For example, when studentsquestion their knowledge, they become actively involved in their ownlearning and expand their capacity to acquire leadership skills.9Journaling is another activity used to help students reflect on newlearnings, record their evolving thought process, and form newconclusions and perspectives. Research has shown that students whowrite regularly in a journal consistently see improvements in creativethinking.10 The articulation of connections between new information,ideas, and prior or existing knowledge deepens learning11 and leads tohigher academic performance.12Reflection can also enhance overall well-being. Studies show thatbrief, positive reflection practices at the end of a work day can lead todecreased stress and improved health.136
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGCommon misconceptionsabout reflection, and howto address themAlthough research has demonstrated the importance of reflectionon learning, the concept is often misunderstood, particularly in theworkplace. There are many popular misconceptions about the actof reflecting, making it difficult for leaders to understand both whatit is and how to utilize it in the workplace.For learning professionals and leaders to effectively incorporatereflection into L&D programs and on-the-job practices, it’s importantto understand and challenge these common misconceptions. In theremainder of this paper, we review several of the top myths aboutreflection, and provide recommendations for how to create moreopportunities for reflection in the workplace.Myth 1:There is not enough time for reflectionIn today’s world of work, time is often perceived as “the ultimatescarcity”14 and a valuable resource to guard and protect.15 In fact, akey challenge for L&D is getting employees to make time for learning.16As the pace of work continues to intensify, reflection may feel like a“nice-to-have” versus an essential part of the learning experience.Yet, as the findings previously discussed illustrate, reflection is acritical driver of both individual productivity and work quality.17,18 Thebenefits of incorporating five or ten minutes of reflection each weekinto work can ultimately help companies save time and expense—and improve their employees’ performance.7
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGSimple, Yet Impactful, Ways to Reflectat WorkReflection doesn’t have to take up much time. Here are some easyways to build reflection into L&D programs and daily work experiences: Integrate brief, high-impact reflection practices into dailywork. For example, when transitioning from one activity tothe next, pause for a brief moment to reflect on what wasaccomplished, why it was important, and the impact it had. Include reflection in team meetings. For example, at the startof a meeting, ask each team member to reflect on the pastweek, sharing important moments, successes, and challenges. Conduct after-action reviews when projects are completed oran important milestone has been achieved. Engage projectteams in discussions about what worked, what could beimproved, and what learnings can be applied moving forward. Facilitate two- to five-minute reflections at the end of L&Dexperiences, to help participants integrate the learnings.Consistently doing this will help learners build the habit ofreflection in daily work and in their lives. Integrate coaching into on-the-job and formal developmentefforts. With the support of a coach, employees will moreeffectively extract lessons from experiences and build lastingreflection skills they can use beyond their coaching practice.8
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGMyth 2:Work without pause deliversgreater resultsIn busy, demanding work contexts, the natural inclination for mostpeople is to keep their heads down and work without pause.Employees often assume that every hour they work will result in anhour’s worth of productivity, indefinitely, and that this approachwill lead them to greater success.Consider the following statistics: Nearly 4 in 10 workers report logging 50 hours on the job,reflecting a cultural norm of working overtime and rarelystepping away from the desk, even to eat.19 Americans forfeit more than 200 million vacation daysthat cannot be rolled over, about 66 billion in lostbenefits each year or about 604 per employee.20 When on vacation, many employees continue to work. Ifthey do take true vacations, they are unable to detachfrom a productivity mindset. For example, employees may“check off” items on an “experiential checklist” to buildtheir “experiential CV.”21And yet, there is a growing body of evidence that showstaking time out of completing tasks for mental processingand reflection—while it may feel counterintuitive—can elevateperformance. During periods of focused work, there is athreshold beyond which employees can begin to lose focusand performance on the task declines, known as the “vigilancedecrement.” By taking brief breaks, employees can maintain andimprove the quality of their work.229
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGWe know from research that taking breaks that involve processing themeaning of one’s work are better for energy management than breakswhere one simply switches to another task.23 Spending time in naturecan also boost creativity and innovation. Nature facilitates the pausefor reflection, allowing ideas to percolate and gestate for arrival at an“aha” moment.24 In fact, studies show that spending less than one minutelooking at nature improves employee performance upon return.25Reflection Practices to Boost PerformanceMaking time for reflection during the workday can reap many benefitsfor employees and the organization. Here are some ways to buildreflection into daily work life in order to achieve greater results: Communicate the value of taking time for quality breaksthroughout the day to managers and their teams. Encouragethem to use this time to mentally disengage from tasks, suchas going outside for a change of scenery and reflecting uponwhat they’ve learned. This can restore creativity and allow formore innovative thinking. Encourage employees to schedule whitespace into theirday—which is time that is not booked with core tasks, butis also not empty. This time can be used for processing andcomprehension of learning—a core component of executingwork. Given how quickly schedules can fill up, suggest thatemployees block whitespace in their calendars weeks inadvance to protect this critical time. Weave reflection and mindfulness into your L&D programs.Include activities where participants can learn and practicereflection-based techniques such as meditation, walking innature, and journaling. This can be especially helpful duringfull-day trainings, where participants are often indoors and inconstant sessions, without time for processing.10
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGMyth 3:Learning is a static processWhile most learning experiences in organizations today offer valuableinformation, they are not heavily informed by evidence-based theoryor practice. As a result, they fail to help employees retain information,integrate it into their work, and use it to improve performance.Research from across the behavioral sciences—from psychology tobehavioral economics to organizational behavior—demonstratesthat lasting individual transformation entails three essential stages:Learning, Doing, and Being (LDB). These stages describe the processfor how employees learn, integrate, and sustain lasting growth andchange in their lives.Most organizations today are focused on the first phase—learning—but employees are not retaining information, and growing. Programstoday often approach learning as static—hear it once and you’redone. But research shows that without the proper support, 70 percentof the content will be forgotten in about one day.Learning is an ongoing process and employees need the opportunityto engage with the material in different ways across time to developand grow—and this includes reflection. Meaningful processing is thecornerstone of deep learning.26 Employees need the opportunity toreflect on concepts, expand on information, and apply it to differentscenarios.Although reflection is important during each stage of transformation,it is an essential part of the Being phase. During this time, reflectivepractices help employees solidify the changes they’ve made. Newlearnings and behaviors become part of one’s identity and feeleffortless. For a more in-depth look at this process, read BetterUp’sLearning to Doing to Being eBook.11
BE T T ERUP // T HE POW ER OF REFLEC T ION IN WORK PL ACE LE A RNINGReflective Practices that SupportEmployee LearningOne way that companies are building reflection into employeelearning is through coaching. Making reflection part of daily workactivities takes conscious effort and practice. Coaches can helpemployees take a more disciplined approach, working with themto reflect on experiences, process new information, and applylearnings in the workplace. In fact, having a coach can be a criticaldifferentiator between individuals who practice reflection effectivelyand consistently and those who don’t.Traditionally, coaching in the workplace has been reserved forexecutives, but technology innovations—such as BetterUp’s mobilebased learning platform—have created the opportunity andaffordability to bring coaching to organizations at scale.At BetterUp, our coaching approach helps employees continuouslylearn through a structured process that drives a learning loop ofawareness, growth, and reflection. This continuous learning allowsemployees to reflect on what they’re learning and build confidencein their application of new abilities. In turn, this builds momentum tocontinue learning and practicing. This type of ongoing and distributedapproach results in longer-lasting learning and behavior change, withdirect impact on performance.When coaching is not available, it’s important that employees beempowered to engage in independent self-reflection techniques, orhave the help of a manager. Here are several ways to make reflectionan organization-wide priority: Retain and share institutional knowledge around reflectiontechniques. Provide resources that help illustrate whateffective reflection might look like for individuals or teams. Support a learning culture that demonstrates clear supportfrom management to engage in reflection practices. This willhelp empower employees to engage in reflective practices.12
BE T T ERUP // 5 K E Y QUE S T IONS A BOU T EMPLOY EE RE SILIENCE Build “refresh and reflect” moments into employee learningto embed new knowledge and behaviors. For example, whenrolling out a new system or initiative, build in opportunitiesfor employees to refresh on the content and reflect on itsimplications.ConclusionIn today’s fast-paced and constantly changing workplace, it iscritical that employees be able to develop and grow as businessneeds evolve. Reflection is an integral part of the learning processand essential to creating meaningful and lasting employee andorganizational change.Looking ahead, we encourage you to take a pause and reflect onthese questions: What is the value of reflection to you, personally andprofessionally? What impact could reflection have in the growth anddevelopment of your employees and leaders—both in theworkplace and in their lives? What would it look like if you incorporated disciplinedreflection more centrally and deliberately in your everydaylearning experiences? And, specifically, what steps can youtake to integrate 5-10 minutes of reflection into your week?With some concentrated effort and evidence-based practices, youcan ensure that others in your organization benefit from the power ofreflection, both in everyday work activities and in L&D programs.13
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Consistently doing this will help learners build the habit of reflection in daily work and in their lives. Integrate coaching into on-the-job and formal development efforts. With the support of a coach, employees will more effectively extract lessons from experiences and build lasting reflection skills they can use beyond their coaching .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
