Slides MIRROR roadshow Oud Beijerland

Supporting Reflection at Work: Individual, Group and Organisational Levels – Michael Prilla

MIRRORReflective Learning at Work

Supporting Reflection on individual, group and organisational levelsMichael Prilla, University of Bochum, Germany


ReflectionThinking on your own?Organisational Learning?


But when you look in practice …

It is ubiquitous, on different levels


Reflection Support at Work Beliefs and practice

Common assumption: Individual, cognitive process, butPeople talk to each other, create best practices / solutions together

Focus: Special situations (e.g. debriefings, supervision), but Reflection is a ubiquitous part of work, decisive for learning

Reason: Individual understanding reasons, but There is more: Solution implementation, management strategy

Benefit: Improvement of own work and individual learning, but Groups (cooperation) and organisations (best practice) also reflect


The way to reflection in organisations

① Reflection (in practice) is a messHow can we sort it?

② Reflection tools supports workWhat is in them for us?How can we use them?

③ Reflection support affects work on different levelsHow can we integrate it into work?


Reflection is a messHow can we sort it?


Example: Reflecting a Failed Emergency Procedure

One day, a nurse failed to initiate the emergency procedure when a patient was brought to the emergency room and the state of the patient suddenly deteriorated severely. In cases like this, the nurse has to use the mobile telephone that she carries with her and start an internal emergency procedure that calls a special team to the emergency room.



The nurse tried to initiate the procedure, but failed and had to call the team in manually. This resulted in a time lag for the treatment, and the patient’s state became critical. Although the patient recovered after this situation, the nurse felt bad about it and wanted to prevent similar situations in the future. He thought back to this situation, but did not understand what had gone wrong and why.

Plan and do work: Start

emergency proc.

Conduct Reflection:

Failure why?

Initiate Reflection : Prevent future

issues

Cycle 1:Nurse reflecting individually



The nurse went to the head nurse in order to reflect with her about the procedure. The head nurse remembered that she had also had similar problems in the past. Together, they found that the procedure was too complex and included too many steps to be carried out properly in emergency situations. They came up with changes to the procedure, but were not sure whether these changes would work for others, too.


emergency proc.

Apply Outcome: Acceptance?

Conduct Reflection:

Failure why?


issues

Conduct Reflection: Too

complex

Initiate Reflection:

Ask head nurse


Cycle 2:Nurse reflecting with head nurse



The nurse and the head nurse decided to take the topic into a staff meeting to involve more people in finding a solution. In the staff meeting, some nurses reported similar problems with the existing emergency procedure. The group started to reflect on reasons for the problem and finally came up with a proposal for an adapted procedure.


emergency proc.


Conduct Reflection:

Failure why?


issues


complex


Ask head nurse

Conduct Reflection:

Create proposal


All staff



Cycle 3:Reflection in staff meeting



In the ward meeting, the participants decided to propose to management that the adapted procedure be used on all wards of the hospital. Also they agreed to practice emergency situations more frequently on the ward.


emergency proc.


Conduct Reflection:

Failure why?


issues


complex


Ask head nurse

Apply Outcome: Management

needed

Conduct Reflection:

Create proposal


All staff




Management



emergency proc.


Conduct Reflection:

Failure why?


issues


complex


Ask head nurse

Apply Outcome: Management

needed

Conduct Reflection:

Create proposal


All staff




Management


Reflection Tools Support WorkWhat is in them for us? How can we use them?


A MIRROR for workersTaking and making perspectives

Looking at work from your colleague’s perspective

Understand each other

Avoid misunderstandings

Change attribution

Improve cooperation


Reasons for Reflection beyond the IndividualMaking systematic use in organisations

Reflection for clarification

Understanding a problemComparing performance

Complement formal learningstrategies and supervision

Reflection for solution implementationIntegrating actors neededChecking feasibility

Enabling bottom-up change processes

Reflection for awareness

Communicating problemsTesting solutions

Strategic usage of reflection by management


Learning in Groups

• Rules for cooperation• Improving coordination• Changing common practice

Organisational Learning

• Best Practice(s), Knowledge Transfer

• Changing business processes

OutcomesHow Reflection may affect your organisation

Individual Learning

• Better understanding of work• Changing work practice• Direction for development


Reflection support affects work on different levelsHow can we integrate it into work?


Example 1: Conversations with RelativesReflection among individuals and in groups

Central part of work▪ Getting information from relatives▪ Emotional state and satisfaction of relatives

Conversation as a burden▪ Uncomfortable: Something that

“people might take home with them”▪Difficult handling and emotional stress vs. acting professionally

Learning about conversations▪Not well covered in /suited for formal training▪Experience as major prerequisite for good conversations


The Talk Reflection AppSupporting Collaborative Reflection of Conversations in Healthcare

SandraAssistant physician

Why didn’t I manage this talk better?

Sandra has had a stressful conversation with relatives.

She decides to give the Talk Reflection App a go …

Organisation

Group

Individual



SandraAssistant physician

Why didn’t I manage this talk better?

Sandra has had a stressful conversation with relatives.

She decides to give the Talk Reflection App a go …

… and shares the documentation with her colleagues

Organisation

Group

Individual



MarcAssistant physician

I had a similar experience last

month …

Marc browses through sharedDocumentations to see if he can learn something new.

Organisation

Group

Individual



I agree, let’s write that

down

Marc and Sandra sit in a meeting and discuss Sandra’s conversation experience.

They come to a conclusion…

We should always read the

documentation before talking to

relatives

Organisation

Group

Individual


Example 2: Reflecting on Slides / Pitches (DoWeKnow)Outcomes of reflection for individuals, groups and the organization

“Why are we losing pitches?”

“Why couldn’t I answer the customer’s question?”

“Why don’t we offer a product for XYZ?”

“What’s the best way to present our new product?”


Example 2: Reflecting on Slides / Pitches (DoWeKnow)Outcomes of reflection for individuals, groups and the organisation

Slide repository enhanced by reflection processes / features:Learn from reflecting experiences from presentations


Reflection levels in practice: DoWeKnowThe Pull-Mechanism


Reflection levels in practice: DoWeKnowThe Push-Mechanism


Reflection tools can change organisations


Lessons learned: Organisational integrationMaking reflection work sustainably

Reflection needs integration into organisational procedures▪ Prerequisite for tool usage▪ Challenge: Secondary, casual process

Integration of Reflection Tools▪ Adding to / enhancing practice▪ (Reflection) Meetings to discuss content▪ Follow-Up procedure: transparency,

mark-up▪ Usage across occurrences / devicesReflection needs socio-technical change


Reflection on different levels needs management support


Employee and customer satisfactionLearning organisation

Thanks for your attention. Questions?

[email protected]://www.imtm.iaw.rub.de, @IMTM / http://mirror-project.eu, @MirrorIP

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Slides MIRROR roadshow Oud Beijerland