This book is an accessible entry point into the theory and practice of work reflection for students and practitioners. Taking a cross-disciplinary approach, it covers management, education, organizational psychology and sociology, drawing on examples from Europe, the Middle East, North America and Australia. It traces reflection at work from an emphasis on training, through a focus on how organizations learn, to a concern with the necessary learning groups to operate effectively. It emphasizes productivity combined with satisfying lived experience of work life and points the way to a new collective focus on learning at work.

How to find clarity amid the turbulence of work and life We all wish we had more time to pause and reflect about small decisions and big goals—and everything in between. But since we live and work in a vortex of tasks, meetings, decisions, and responsibilities, we rarely get the chance to step back. In this practical guide, bestselling author and Harvard Business School professor Joseph Badaracco argues that you don't need long periods of solitude and tranquility to reflect well. In fact, reflection can take place in the cracks and crevices of your very busy life, and these moments can help you understand your feelings, look at problems from different perspectives, focus on what really matters, and, ultimately, lead a better life. Building on candid interviews with over a hundred executives and professionals, as well as on the classic works of Marcus Aurelius, Michel de Montaigne, and Ignatius of Loyola, Badaracco offers simple, customizable principles and ideas for reflection that lend a gentle discipline to an otherwise nebulous process. Concise, smart, and pragmatic, Step Back is the guide you need to make reflection a positive force in your work and life.

All of us want our work life to be successful and rewarding. Yet there are common challenges that everyone faces and most of us are unsure how to handle: What do you do when you notice your coworker not doing his fair share ... you assume you know what your boss wants, needs, and expects--and you're wrong ... you have to do a task at work and you don't know how ... you didn't get along with your old boss and you need a reference for a new job--what do you do? Reflections for the Workplace shows you how to deal gracefully with workplace problems and make the most of your opportunities.

Seminar paper from the year 2011 in the subject Leadership and Human Resources - Miscellaneous, grade: A, University of Sheffield, language: English, abstract: The changing workplace and the strains that are inherent in organizations as a result of the increased responsibilities and little time make work stressful. Organizational life becomes unbearable if individuals have to work independently to accomplish organizational goals. This, coupled with the increasing competition as a result of the globalized world makes it difficult for organizations to work basing on the efforts of a single individual. Work has to be completed on time and reports have to be made that define the direction of the organization. Individual effort and thinking is not so productive in this scenario necessitating the formation of groups or teams. Workplace teams have made life easy for organizations with many of them now opting to use teams to carry out most of their tasks. The advantages that teams bring to the organization cannot be overemphasized. Those organizations that are still not using teams will always be left behind in this competitive environment. The idea behind team formation is that it increases productivity and makes it easy for work to be done faster due to the contributions that are made by many people. Innovativeness and creativity in groups is high and thus people are able to share ideas that will eventually lead to a solution to a given organizational problem. However not all people work well in groups or teams and this has also been another issue when dealing with teams. Some people prefer autonomy in order to work better. On the other hand it is also good to note that as much as these teams help organizations achieve results, team formation and development is a difficult phenomenon and one that is faced with a myriad of problems. The way these are solved determines that effectiveness of the group.

This book is an accessible entry point into the theory and practice of work reflection for students and practitioners. Taking a cross-disciplinary approach, it covers management, education, organizational psychology and sociology, drawing on examples from Europe, the Middle East, North America and Australia. It traces reflection at work from an emphasis on training, through a focus on how organizations learn, to a concern with the necessary learning groups to operate effectively. It emphasizes productivity combined with satisfying lived experience of work life and points the way to a new collective focus on learning at work.

Learning by reflection is one of the core processes for improving work performance. We provide a novel approach for reflective learning support by transferring and adapting practices from the Quantified Self to workplace settings. This book contributes with an integrated model for technical support of reflective learning, mobile and web-based applications designed for quantifying and gathering data in the workplace, and empirical insights from thirteen studies in three different use cases.

The second edition of a bestseller, Safety Differently: Human Factors for a New Era is a complete update of Ten Questions About Human Error: A New View of Human Factors and System Safety. Today, the unrelenting pace of technology change and growth of complexity calls for a different kind of safety thinking. Automation and new technologies have resu

It is difficult to fathom how an organization could be successful without its employees engaging in self-reflection. Gone would be its personnel's capacity to problem-solve, learn from past experiences, and engage in countless other introspective activities that are vital to success. Indeed, a large body of research highlights the positive value of reflection. Yet, as both common experience and a wealth of findings demonstrate, engaging in this introspective process while focusing on negative experiences often backfires, undermining people's health, well-being, performance, and relationships. Here we synthesize research on the benefits and costs of self-reflection in organizational contexts and discuss the role that psychological distance plays in allowing people to harness the potential of self-reflection while avoiding its common pitfalls.

Look around your office. Turn on the TV. Incompetent leadership is everywhere, and there's no denying that most of these leaders are men. In this timely and provocative book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people--especially competent women--to advance? Marshaling decades of rigorous research, Chamorro-Premuzic points out that although men make up a majority of leaders, they underperform when compared with female leaders. In fact, most organizations equate leadership potential with a handful of destructive personality traits, like overconfidence and narcissism. In other words, these traits may help someone get selected for a leadership role, but they backfire once the person has the job. When competent women--and men who don't fit the stereotype--are unfairly overlooked, we all suffer the consequences. The result is a deeply flawed system that rewards arrogance rather than humility, and loudness rather than wisdom. There is a better way. With clarity and verve, Chamorro-Premuzic shows us what it really takes to lead and how new systems and processes can help us put the right people in charge.