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The lecture includes: Selfawareness +Selfawareness and professional development +Selective self perception + Through the Johari window Managerial learning and development + The nature of managerial learning and development + The experiential learning cycle + Learning styles
1 Self - Awareness 1.1 Self-awareness and professional development According to Goleman, 1998, self awareness can be an invaluable tool for self development in several ways • Self awareness motivates change All workplace competencies (sufficiency of skills and experience) are learned habits – as learn to improve ourselves – if we are deficient (lacking) in one or another, we can learn to better Self - Awareness 1.1 Self-awareness and professional development • Self awareness implies openness to feedback In general, external feedback is the more accurate predictor of actual job performance • Self awareness includes knowing one’s strengths and weaknesses and approaching work accordingly Managers can function more effectively and less stressfully by making allowances for their underlying (basic / original) personality traits and type preferences Self - Awareness 1.1 Self-awareness and professional development • Self awareness enables self control Recognizing how events and circumstances ‘trigger’ (activate / produce) unhelpful behaviors enables us to be more intentional about generating alternative, and more helpful, responses •Self awareness helps us to identify, manage and appreciate difference We can utilize the complementary strengths of others and manage the potential for incompatibility If we are aware of our values, attitudes and perceptions, we will be more ready to acknowledge that in an increasingly diverse work place, others may be operating from a different view of the world Self - Awareness 1.1 Self-awareness and professional development • Self awareness helps us to clarify our values and goals We will be more motivated, intentional and congruent (matching) in our behaviors 1.2 Selective self perception • Self image – the mental picture we have of ourselves – is influenced by: How we see ourselves, what we think of our appearance, behavior, attributes, etc The reactions we get from other people and the conclusions we draw from those reactions about the sort of person we are Self - Awareness 1.2 Selective self perception • Self image – Cont’d… How we would like to be (and see ourselves) – our ‘ideal self image’ – and how we would like others to see us The culture of our family, organization, society, which determines the values we attach to particular attributes (characteristics) Self - Awareness 1.2 Selective self perception • Self – image is highly subjective (personal / illusory) there will be areas of our personality and behavior that we are not aware of, and may not wish to become aware of These ‘blind spots’ may be created by seeing only what we expect to see and ignoring inconsistent information, or by seeing only what we want to see and ignoring dissonant (disagreeing) information Self - Awareness 1.2 Selective self perception • Self – image is highly subjective – Cont’d… many of its components will be loaded with value judgments: whether you see yourself as an attractive or good person, how you rate your abilities and so on Since self-image is highly subjective and selective, and its influence on behavior is largely subconscious, the checking of our self perceptions is vitally (very / truly) important Self - Awareness 1.3 Through the Johari Window Johari Window is a useful framework for looking at self – awareness, blind spots, and perception checking It classifies behaviors on a simple matrix: the horizontal axis representing what is known-unknown to self and the vertical axis represent what is know-unknown to others Self - Awareness 1.3 Through the Johari Window – Cont’d… Known to others Public Blind (Obvious behaviors) (Blind behaviors to yourself) Known to self Unknown to self Hidden Unknown (Aware behaviors) (not consciously noticed) Unknown to others 10 Managerial learning and development 2.4 Using learning styles in your development planning • Honey and Mumford suggest strategies Seek activities which suit your preferred style Seek activities which are not suited to your preferred style 33 Developing Self Awareness 3.1 An outline approach Gathering data on the impact and effectiveness of behaviors in interpersonal interaction observing and describing interpersonal events gathering feedback using self-report questionnaires Reflecting on the data and its implications for effectiveness Using: personal development journal personal portfolio Formulating conclusion within evaluation of the strengths and limitations To be used as a framework for development planning 33 Two types of outline approach A self- awareness approach A problem-solving approach 34 Developing Self Awareness – Cont’d… 3.2 Observation and Description 35 Developing Self Awareness – Cont’d… Observation and description should focus on: External of an interpersonal interaction: * what you see and hear * what happened immediately before the events? * what happened during the event? * what did each party and say, and how? Your own Internal: * your thoughts: what was going through your mind? * your feelings: what emotions were u experiencing? * your intentions and inclinations: how you wanted to behave? 36 Developing Self Awareness – Cont’d… 3.3 Questionnaire is useful as a ‘reality check’ on your self-perceptions or a reliable picture of your action tendency and preferences 37 Questionnaire data answers No style or type is ‘better’ than any There are no right and wrong answers other To help you to develop self insight You not have to agree with the conclusions of the questionnaires Do it honestly within stating of your actual behave and be open to the challenge the results may pose to your self-perception Questionnaire data alone can never give a full picture of an complex individual It just talk about differences and similarities between individuals information feedback, It should always be considered alongside other information: personal reflections on experiences, etc… Make sure you understand fully what questionnaire terminology means It states about what behaviors you tend to prefer, not evaluate your ability or skill development in those behaviors 38 Developing Self Awareness – Cont’d… 3.4 Feedback Feedback is simply communication which offers information to an individual or group about how their behaviors is perceived by the feedback-giver and how it affects him or her The purpose of feedback is to help people learn by increasing their awareness of what they do, how they it and its impact on other people 39 Developing Self Awareness – Cont’d… There are two main types of feedback: Motivation feedback: feedback is used to reward and reinforce positive behaviors and performance by praising and encouraging the individual To increase confidence Developmental feedback: feedback is used to help the individual to identify what needs to be changed and how this might be done To increase competence Constructive feedback: feedback to widen options and encourage development Feedback about undesirable behaviors and their effects, given skillfully 40 Developing Self Awareness – Cont’d… 3.5 Reflection Reflection gives conscious awareness meaning and helps to evaluate our behavior and impact on other Explore Select areas for reflection and evaluation Reflection process Incorporate relevant theoretical concepts Contextualize 41 identify a pattern of behavior which does Gathering or does not appear to be effective in data helping you achieve your aims specific incidents which highlight a given behaviors Select areas for reflection and evaluation Critical incidents: consider outcome or objective which you are or are Examination not (yet) achieving effectively and identify the of goals behavioral strategies feel generally satisfied or dissatisfied Impressi on 42 Explore 43 Incorporate relevant theoretical concepts What you might need or be able to differently for better outcome 44 Restraining factors within yourself Potential side-effects Desired outcome Contextualize (facts surrounding particular event / situation) Constraining factors Opportunities in the situation Threats in the situation 45 Developing Self Awareness – Cont’d… 3.6 Self evaluation Summaries conclusion • Indentify specific behaviors which you perceive to be strengths and limitations: in given context and in light of your desired outcomes 46