Critical Self Reflection

Critical Self Reflection

The process of critical reflection of assumptions empowers one and many to view influencing details that determines the ability to find consensus and harmony in any situation. Harmony does not mean the absence of conflict, merely the creative use of it to resolve issues that inhibit cooperative and collaborative relationships in professional and personal environments.

The article presents perspectives of human patterns and the avenues available to establish collective understandings of beliefs, intentions, values and feelings to facilitate a ‘common’ reality that is workable for everyone. Critical reflection of assumptions is used to enter into a discourse to assess alternative beliefs, predicated on universal principles. CRA is used in Transformational Theory, Assimilative Learning, Objective Reframing, and Subjective Reframing for adult learning.

Transformational Theory

Transformational Theory (Mezirow, 1991,1995, 1996), which uses reflection, maintains human learning is promoted in communication through assessing intentions, values, moral issues, and feelings which requiring the use of critical reflection of assumptions. Transformational Theory holds that CRA is not a panacea or provides some transcendent experience to resolve conflict. Rather, it presents the process as a ‘best practice’ compared to other options that have been used in the workplace.

Assimilative Learning

Assimilative Learning, as used by psychoanalysts, pertains to adjustment or accommodation to a difficult situation by accepting it as conforming to one’s desire. This process moves one to act according to regulative principles, a way of thinking or behaving deemed more functional or acceptable. This seems to characterize the way adults learn to adapt to change, using tacit judgment to move forward to constructive results.

Objective Reframing

Objective Reframing examines established definitions, theories, and practices to better understand the paradigms influencing decision-making. Using critical reflection of a premise and defining a problem can lead to transformative redefinition and ‘problem posing.’ The objective of this process, in the all its facets, is to improve performance.

Subjective Reframing

Subjective Reframing examines psychological or cultural assumptions to reveal conceptual and psychological limitations.

In all of the above situations, critical reflection of assumptions is used in discursive groups to assess and manage flow of communication relative to outcomes desired within those same discursive groups that are commonly found within the workplace environment. The task for a manager is to creatively translate the use of critical reflection of assumptions and discourse to effectively facilitate conflict resolution in the workplace.

Questions:

What are the tools available for creating an atmosphere where critical reflection of assumptions can be used effectively? How can one facilitate the use of such tools in environments where human communications are predicated on form, fit and function of critical path assessments?

Potential Answers:

Human resource development programs using a combination of psychoanalytic assessment tools and facilitation training for employees are one possibility. Cultural diversity and sensitivity training for managers is another, as they can then affect communication in their respective departments. Team building or collaborative alliance training outside of the company’s environment is yet another possibility that offers professional development through reliance on others as well as self.

Critical path assessment, defining the basic fundamentals of production, can be introduced through various scenarios involving critical reflection of assumptions. One such opportunity would involve discovering the logic path used to streamline production processes, eliminating wasted resources and labor costs as a functional goal. Another would use interpersonal skills development to better affect communicating goals and objectives to a diverse population within the workforce.

Personal ethics statement: I will to do good for all, desiring to serve humanity in the highest and best use of my mind/body/spirit complex, in the facilitation of a new world order of harmony among people and planet through the development of a state-of-the-art model community and website that promotes this endeavor.

An Observation of a New Way

In my search for truth I have learned that asking the right questions leads to clearer answers, whether inquiring of personal clarity or structural integrity. Often, the questions came from far wiser people as I inquired of those who had made the journey in the area of my focus. My intent: to inquire of how to better serve and thus, be better served. There seems to be some recurring questions throughout those whom most would perceive as self-made success stories in their respective areas.

I’m an eduholic, so by nature I’m curious about the nature and structure of the big picture as well as the person to person details of relationships that contribute to harmony among people and planet, planetary citizens if you will. They are often quiet folk, humble yet powerful voices in their business and personal worlds. Some even become well-recognized for their contributions to the community or world at large. Most are the unsung heroes of social architecture, planting seeds of love through their devotion to serving the needs of their chosen path. This leads to the basic questions that are so simple, they are often missed.

The goal is always to achieve a result through the orchestration and use of people, places and/or things. The specific goals are vastly varied, though these questions seem to be ubiquitous in content. That being stated, questions most recurring are: Are my intentions aligned with the goal? Sometimes personal agendas get in the way. What needs to be done? What is my purpose? What is my role? How do I best play it? What are the needs and wants of those I’m creating relationships with to achieve my goal? What may I offer to the process to facilitate greater flow and mutual benefit? How do I best serve it through my actions? The proactive included one more: What’s next? The humanitarian: Who needs help and how may I serve them?

This type of questioning one would expect in the best practices manual for human behavior. It almost smacks of a new millennium paradigm to address an apparent need for better relations in the global community, applied in thorough detail at local levels. Best practices include treating the process as an organic ‘learning organization,’ a holistic anthropic system, in order to maximize the return on investment. The dynamics of organizational management apply on business and personal creations, requiring wise choices in the face of challenge.

I suppose the hopes of many hinge on the effectiveness of how this new paradigm is proliferated throughout the mechanisms that manage our human, material, planetary and spiritual resources. One might conclude that this new paradigm would create a new world order, one of accountability and responsiveness to the rapid change of our behavior toward each other and the environment, establishing some kind of harmonic convergence of the fearful and fearless. The fearful exhibit unconscionable behavior in the destruction of life while the fearless live with conscience and consideration of life and all their relations.