Importance of self analysis and continuous self development - Essay Example

?Table of Contents Importance of self -analysis and continuous self-development 2 Self – Analysis 2 Continuous self- development 2 Future manager with self – analysis and continuous self – development 3 Q2. Template One 5 Q2. Template Two 7 Q2.Template Three 8 Q. 3. Summary 10 Q4. Personal Development Plan (PDP) 11 Appendix A 14 Appendix B 15 Bibliography 16 Importance of self -analysis and continuous self-development Self – Analysis Analysts argue that individuals are bound to have flaws in their personalities; a factor that may cause a lot of predicaments in their lines of work. It is worse still, when individuals notice the possibility of hitches and not make any efforts to improve on their weaknesses. In line to this argument, therefore, it is important that self-analysis and self-development be regarded as the best paraphernalia towards successful business operations by managers. According to Colbert and Bono (2005, pp.200), self-analysis is a methodology that an individual undertakes in an endeavor to understand their own individualities, emotions and conducts. Through self-analysis, individuals are able to weigh their weakness, avoid culpabilities that may emanate from their weaknesses, as are able to handle them. On the other hand, it is only through, self-analysis that, individuals can utilize their strengths to the maximum. Continuous self- development Self-development is a term used to refer to the strategies applied by managers to remain relevant in various occupations. Rees and Porter (2008, pp.274) argue that, continuous self-development is a process of search for answers and feedback, as well as, setting goals that are directed towards coming up with purposes of development of individuals. Self-development is self-directed and requires the individual to be dynamic in order, to grasp concepts that relate to their line of duty. Future manager with self – analysis and continuous self – development According to Meyer (2001, pp.7) self-analysis allows managers establish the roots of their weaknesses whilst in their jobs. Upon detection of managers’ quandaries, managers are able to devise the best measures, in an attempt to find the best solutions to their problems. Analysts argue that, it is through self-analysis that individuals are able to fit in various settings and interact with fellow workmates. If individuals have no self-identity, it automatically becomes an uphill task trying to establish a rapport between them and the other workmates. It is also through self-analysis that, individuals have total control of their actions. In this way, managers are able to access all forms of feedback form fellow workmates, and then devise a working plan on time. Managers acquire strength from self-analysis. Gold and Mumford (2004, pp.148) argue that, through self-awareness, managers are made aware of their weak points, work on the weaknesses, consequently, gain strength to run the organization. In the course of working, learning cannot be alienated form the venture. Most managers do not realize their potential and capabilities unless they undergo a series of self-analysis. Once managers go through a series of self-analysis, managers are in a better position to handle tough situations in their organizations by devising the best work plans to self-predicaments. In essence, self-analysis, allows managers have more strength to handle tough situations that may occur in the future. Self-analysis allows managers familiarize themselves with their work places and discern the sections that need modifications (Rothstein, 2010 pp.35). Upon familiarization, managers take up the responsibility of ensuring that employees are conversant with the goals and objectives of the organization. Communication on the goals of the organization is not possible if the managers are aware of their strengths and weaknesses. In this context, therefore, self analysis is credited to an establishment of professional rapport between managers and employees. In turn, the mission of the company can be easily interpreted and implemented in such scenarios. Continuous professional development is mandatory for any organization. Colbert and Bono (2005, pp.180) argue that institutions have evolved over the years. It is, therefore, a responsibility of the managers to embrace novel facts and systems that will help them remain relevant in the institutions. Managers must also ensure that they readily grasp the new concepts that are being used in the organizational setting, if they have to retain their positions in the institutions. This is to argue that continuous personal development is geared towards ensuring that, managers are always fit in their jobs at all times. Organizations have been recorded to revolutionize as time changes. New projects and technologies come up as a result of changes in the economy. In this case, it justified to argue that, managers must ensure that they are at par with the changing times so that, they may be in a position to lead others in the institution. Failure to conduct frequent professional development skills, the managers may be overtaken by events, ultimately, rendered as ceremonial mangers in the institutions. In the contemporary world, Mabey and Ramirez (2004, pp.20) argue that, the demand for better services by professional has recorded an upward trend. This is an interpretation of the move by clients to ensure that get value for their money. In light to this argument, managers are left with no option but to have constant professional development tests, in an endeavor to ensure that, they concur with modern production methods, customer service, as well as, proper planning. With poor professional abilities check, managers pose a risk of failing in their lines of duty, as a result of negligence. In the course of professional development, managers are in a position to acquire professional advice that assists in making the right decisions in their lines of operation. A proof of this fact is evident from the fact that there has been a growing need in the number of qualified people in contemporary institutions. Managers, who do not work towards constant professional development, may soon be overtaken by events and may not match with the existing demands of the market. On a broader aspect, the organization is likely to fail, since it has no manpower, skilled enough to escalate it to the highest levels of performance. Conclusively, self-analysis and continuous self-development by managers are the major ingredients towards successful business operations. In both cases, managers are able to set their goals precisely after a comprehensive and sensible analysis of facts that pertain to their lines of duty. The managers should be on the frontline in an attempt to ensure that the organizational objectives and goals are achieved, through improving their skills in management-only possible through self-analysis and development. Q2. Template One Self Analysis Toolkit Personal Feedback_______________________________________________ Summary of critical incident which aligns to postgraduate goal one. At the residential weekend we were divided into groups by the university and assigned various tasks and activities. The groups were required to work together as a team and to form an understanding of the benefits of self-analysis. The applicable toolkit used was feedback from members of our respective groups. Feedback is unchartered territory for me, but gave me an opportunity to engage others in discovering both their mistakes and my mistakes and what efforts should be targeted in achieving group objectives (Armstrong, 2009). Feedback also provided each of the group members with the motivation and the appropriate directions for accomplishing group goals (Armstrong, 2009). Via personal feedback, I was able to help others identify their respective weaknesses and strengths. Likewise, feedback from members of my group informed me of my strengths and weaknesses. Of particular concern to me was my fellow group-members’ conclusion that I could improve on time-management. This was something that I had not previously realized. With feedback from members of my group, I can now focus attention on improving my time-management skills. How does this reflect the findings of your chosen self analysis toolkit? The feedback reflects the findings of my self-analysis toolkit: personal feedback. Personal feedback is important for illuminating weaknesses and strengths for ensuring that goals are planned and completed for optimal results. According to my personal feedback, I have some difficulties managing time efficiently. According to Rothstein (2010), the role of personal feedback in self-analysis for effective management is very important. Once an individual receives feedback and interprets it, the individual can “gain valuable insights for development” and turn “those insights into action plans” (Rothstein, 2010, p. 45). Feedback is very important in the self-analysis process as it promotes self-awareness and equally promotes behavioral changes. This is particularly so when feedback is obtained from a group setting in which multiple sources provide the feedback (London, 2011). More importantly, receiving personal feedback from a group of individuals increases the credibility of the feedback and provides valid insight for self-analysis (London, 2011). Having heard from a number of members of my group that I am short on time management skills I now have confidence in this assessment and I am committed to making the necessary changes for ensuring that I manage time more efficiently and effectively, particularly in group roles and group dynamics. The personal feedback was very instructive and informative as it confirms that in general individuals are not altogether accurate in assessing how they are perceived by others (London, 2011). I was not aware that I had some difficulties managing time during the completion of tasks and had no idea that others perceived that I had difficulties managing time effectively and efficiently. Thus the personal feedback self-analysis toolkit was entirely important for bringing this flaw to my attention and providing me with the necessary information for conducting useful and self-analysis and thus prompting behavioral changes. What are the implications for future career or personal development The personal feedback is very important for me in both my personal development and my future career. The personal feedback informs me of a flaw in my ability to execute and complete tasks and carry out activities to its completion. The flaw is a difficulty in managing time efficiently and effectively. In other words, I can now focus attention on prioritizing and distributing tasks within a workable timeframe so that I can achieve my goals with less difficulty than previously. In learning to manage time more efficiently and effectively, I can focus energy and effort more effectively to the task and activities at hand and will spend less energy and effort trying to avoid running out of time before completing a task or an activity. Learning to manage time more effectively will obviously help me to gain more confidence in assisting with group activities and with respect to achieving and setting personal and professional goals and activities. Q2. Template Two Self-Analysis Toolkit Johari Window_________________________________________ Summary of critical incident which aligns to postgraduate goal one. During my last summer break I was working on a personal project with friends and family members that required the use of the internet. The internet was required for accessing contact information for guests to attend a social gathering. However, once we had partially completed our list, we lost our internet service and time was of the essence. We had to communicate with each other and find a solution that everyone agreed on for the best way to move forward without the use of the internet. We had to appraise each other’s ideas and to agree on the worst and the best method of moving forward. By reference to the Johari Window my self-analysis in terms of my interaction with others in a virtual crisis situation I was able to discover that I am a good and logical listener. I found that I was able to relate to others in a way that permitted me to identify my own strengths and weaknesses in a crisis situation. I was also able to identify the strengths and weaknesses of others in a crisis situation. In other words, I was able to gather information not only about myself in such a situation, but also information about others in terms of how each of us could contribute to the completion of our project despite the setback. In this regard, the Johari Window was entirely important for helping me to focus on the art of concise and relevant communication in a crisis situation (Chambers, 2004). How does this reflect the findings of your chosen self-analysis toolkit? The Johari Window helped me to conceptualize other’s perspective in a number of ways. I learned that while my perspective may be the obvious solution for me, it was not the obvious solution for others. Likewise, the Johari Window also helped me to realize that while others may be able to predict the obvious solution to a problem, the solution may not always be obvious to me. I learned however, that this gap in conceptualizing solutions to problems and crises can be closed by input and effective communication with others involved in the crisis or problem. I learned that regardless of how talented members of a specific task group are, no one person can complete a task requiring group involvement alone. It is therefore necessary to discover what each member of the group can contribute more efficiently and to assign roles accordingly. In this regard, via the Johari Window I was able to take a step back and conduct a self-analysis so that I could determine what special talent I could contribute to the completion of our group project. I discovered that I was able to provide energy, priorities, commitment, patience, humility, compassion and persistence to the group. Above all, I discovered that I was able to listen, understand and choose among ideas logically. I therefore learned that I had the attributes of a nurturing and caring leader and/or team player (Locke & Christie, 2012). What are the implications for future career or personal development The results of my self-assessment via the Johari Window informs that my future career and/or personal development will be aided by my willingness and ability to share ideas and talents with others for the purpose of achieving collective personal and/or professional/organizational goals. With the help of the Johari Window I learned that I am prepared to listen to and conceptualize the perspective of others and I am just as prepared to share my perspective of a solution to a problem or the problem itself with others. By taking this approach I am able to identify my own strengths and weaknesses and the strengths and weaknesses of others so that we can allocate tasks for the completion of a joint objective accordingly. Q2.Template Three Self Analysis Toolkit ___Self-Assessment of Cultural Intelligence______________________ Summary of critical incident which aligns to postgraduate goal one. During the course of the residential weekend we were placed in groups which were comprised of different cultures. Since these groups were required to work together to complete tasks it was important to be able to communicate and coordinate efforts, tasks, energy and commitment within a multi-cultural setting. In other words it was necessary to put aside individual cultural norms and to communicate in ways that left open the possibility that body language, nuances and grammar used by others were not to be interpreted by reference to individual or dominant norms. I found that I had to have an open mind and attempt to conceptualize the environment from the perspective of others whose culture was entirely different from my own. I engaged others in conversation calculated to learn as much as possible about their culture and how that culture might influence their perspectives and more importantly identify their strengths and weaknesses relative to the group tasks and activities. I learned that cultural intelligence is necessary for identifying the potential for misunderstandings, the potential for bias, conflict and for missing valuable opportunities. I also learned that cultural intelligence can be a valuable tool for identifying special skills where they may have been missed in the absence of cultural intelligence (Earley & Ang, 2003). I found that I have both the ability and desire to engage with others who are different from me in terms of cultural norms and to capitalize on those differences for the benefit of group dynamics and group cohesion. How does this reflect the findings of your chosen self-analysis toolkit? The opportunity to work with a multicultural group and to conduct a self-analysis via the Self-Assessment of Cultural Intelligence questionnaire enabled to me to assess my mindfulness/awareness, knowledge/understanding and behaviour/skills in the cultural intelligence context. With respect to my mindfulness/awareness, I was self-assessed as needing to focus more on planning carefully prior to meeting with an individual of a different culture and required deeper reflection of the experience associated with interacting with different cultures. However, I determined that I do think about how my culture influences how I think and act and I do look for and embrace opportunities for interacting with other cultures. As for my understanding of other cultures, while I know little or nothing about the marriage systems of other cultures I am aware of and understand that language is different according to culture, that I need to watch for non-verbal cues, know that values and beliefs are different, gender roles are different and power and privilege are different among different cultures. My cultural intelligence behavior skills are good, but there is room for improvement particularly in avoiding the use of culture-specific terms, adjusting non-verbal cues, and imposing my own views on others. For the most part however, I am culturally sensitive and generally ask questions to rule out the possibility of misunderstanding. What are the implications for future career or personal development In an era of intensive globalization, the opportunities for interacting with other cultures socially, commercially and on the job market have increased exponentially. My cultural intelligence will therefore be important for ensuring that I do not create conflict or misunderstandings in my social and commercial dealings and that conflict and misunderstandings are minimized or at the very least reduced in the work place. Moreover, in terms of personal development, I hope that I can improve my cultural intelligence so that I am able to interact and co-exist peacefully and happily with all people, regardless of cultural differences. As for my future career, I hope that in improving my cultural intelligence I am able to avoid conflicts and misunderstandings in the work place and that I am able to allocate resources appropriately and identify appropriate talent and use it accordingly. Q. 3. Summary Edmondson and Plank (1978) describe self-analysis as “intensive reflexive” (p. 373). In this regard, self-analysis means looking internally and externally for quality and a lack thereof or identifying whether or not it is necessary to improve one quality or to scale back on one or to go “somewhere between” (Edmondson & Plank, 1978, p. 373). In any organizational setting, self-analysis is important because the organization is comprised of human beings and social settings and functions on the basis of cohesion and the management of talent, conflict, human behavior and human resources generally (Cooper, 1988). In this regard, the self-analysis toolkits used by me in preparation for this paper informed me of my strengths and weaknesses going forward in both my future career and my personal development. At this point I am able to discern that in preparation for a future career and for improving my personal development, I am humble in that I am not only an eager and objective learner and listener, but I am ready, willing and able to identify my flaws and to reduce, if not, eliminate all flaws for self and career success and improvement. The self-analysis toolkits also informed that I am passionate in that I am enthusiastically committed to achieving personal and group goals. However, my enthusiasm does not preclude the admission that I need help and need to cooperate with others for identifying the best qualities and contributions that each member of the group can bring for the accomplishment of goals and objectives. More importantly, I am culturally sensitive which means that I am prepared to admit that people from diverse cultures have different ways of communicating and constructing that which is communicated. I am willing to learn as much as possible about other cultures for the sake of reducing or removing conflict and misunderstanding. Collectively, I expect that the results of my self-analysis tools have placed me on a path toward self-development and for a successful career path by revealing what qualities I have, what qualities I need to acquire and what qualities I need to improve. Q4. Personal Development Plan (PDP) Name: Date: Your preferred learning style(s) Honey and Mumford and/or VARK (Fleming, 2001) VARK is the preferred learning style because it focuses on individual preferences and thus heightens the learning potential. Since my self analysis tool kits reveal that I am eager to learn and benefit from identifying my weaknesses and strengths, VARK is more appropriate for me. and/or Other (please specify)……………………............... What do I want/need to learn? (SMART objective) Which postgraduate goal(s) will this help you to achieve? What will I do to achieve this? (learning activities) What resources or support will I need? (practical and academic) What will my success criteria be? Target dates for review and completion I want to learn to be more sensitive and more aware of how my verbal and non-verbal cues may be misinterpreted by others of a different culture. I also want to learn to be more responsible with managing my time so that I can redirect all my energy and efforts to optimal outcomes relative to projects and goals. I prefer not to be distracted by time constraints. I expect that I will be aided in the acquisition of personal development and future career post-graduate goals. These goals will include becoming more culturally aware and enlightened; become an independent thinker, engage group dynamics successfully; become a critical thinker/evaluator; a sensitive listener; an eager learner; an eager teacher and an eager helper. I will constantly seek feedback from my peers; take opportunities to socialize with other cultures and to work in multicultural groups and constantly observe, listen and learn from others within a group setting. I will need a self-analysis toolkit. In this regard, I prefer the Johari Window toolkit as it facilitates internal and external examinations. The Johari Window self-assessment toolkit allows the individual to look within for identifying how I see the world and at the same time allows me to look at how others see the world or conceptualize a problem and its solution. My success criteria will be determined when I am confident that I understand the perspective of others and I am able to respectfully provide my own perspective even when I do not agree with the perspective of others. My success criteria also hinges on my accepting the assistance and input of others. I would live to establish bi-weekly reviews with a target completion date by the end of the academic term. Appendix A Cultural Intelligence Behaviour (Skills) For each statement tick the box that best describes your adoption of the following behaviours: 1 = Strongly disagree 2 = Disagree 3 = Neither agree nor disagree 4 = Agree 5 = Strongly agree 1 2 3 4 5 B11 When working with multi-cultural groups or teams I have used the opportunity to check the accuracy of my knowledge about other cultures. X B12 When working with multi-cultural groups or teams I have used the opportunity to develop my knowledge about other cultures X B13 When interacting with people from other cultures I suggest the use of an acceptable ‘common’ language. X B14 When interacting with people from diverse cultural backgrounds I check out their understanding of what is being said/has been agreed X B15 When interacting with people from diverse cultural backgrounds I ask questions to make sure I understand what is being said. X B16 I avoid the use of jargon or colloquialisms when interacting with individuals/groups from diverse cultural backgrounds X B17 I adjust the speed and tone of my verbal communication when interacting with individuals/groups from diverse cultural backgrounds X B18 I adjust my non-verbal behaviour, when necessary, when working with people from diverse cultural backgrounds X B19 I do not impose my views, but listen to alternative opinions when working with people from diverse cultural backgrounds X B20 I intervene if I observe cultural insensitivity or bias being shown when working with diverse groups/teams X B21 I seek feedback from others regarding my behaviour when working in diverse groups/teams X Appendix B Johari Window Self-Analysis Toolkit The Johari Window self-assessment toolkit allows me to identify common ground (open/free area) by allowing for feedback. Similarly the blind area allows for identifying hidden flaws/weaknesses by asking for and receiving feedback. When the open area is facilitated via feedback, the hidden and unknown areas are reduced by disclosure and the allocation of resources and knowledge. Bibliography Armstrong, M. 2009. Evidence-Based Guide to Delivering High Performance. London, UK: Kogan Page. Chambers, R. 2004. The Good Appraisal Toolkit for Primary Care. Oxon, UK: Radcliffe Publishing, Ltd. Colbert, A, E, and Bono, J, E, and 2005, Understanding responses to multisource feedback: The role of core self-evaluations, Personnel Psychology, 58(1): 171-203. Cooper, R. January 1988. “Modernism, Postmodernism and Organizational Analysis: An Introduction.” Organization Studies Vol. 9(1): 91-112. Earley, P. and Ang, S. 2003. Cultural Intelligence: Individual Interactions Across Cultures. Sanford, California: Stanford University Press. Edmondson, J. A. and Plank, F. 1978. “Great Expectations: An Intensive Self-Analysis.” Linguistics and Philosophy, Vol. 2(3): 373-413. 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