Assignment Sample on Leading Strategic Change Through Creativity and Innovation
INTRODUCTION
Task 1 – Strategy Report for Developing a Change Management Strategy
Executive summary
The use of a defined procedure and a set of tools for managing the human side of change in order
to accomplish a desired result is known as change management. In the current report the case
study of Highways England, it is understood that the company will be going through an
innovative change process and for this Lewin’s change management model will be used.
Introduction
A business’s approach to strategic change management specifies how it will specifically deal
with issues like changes in different segments within a business, for example, to the supply
chain, inventory requirements, scheduling, or project scope. Making a written plan is intended to
guarantee that any negative effects of change are minimised. In order to understand how this
strategic change management plan is implemented within an organisation, the case study of
Highways England has been evaluated having analysed the interview transcription of Paul
Unwin, an employee of Highways England (also known as National Highways since 2021).
1. Critically evaluate the operating environment (Drivers of Change) of your
chosen case study company – Highways England
The primary causes of an organisational transformation are referred to as its drivers. Various
components of a change attempt will be determined by this, including: How the project should be
managed and carried out, its ideal solutions, the dangers, and any hurdles. STEEP research is
common in many industries and occasionally includes other variables including demography,
location, and legal ramifications. It is meant to be used as a tool for external analysis when
looking at particular drivers to factors that may have the power to influence a business strategy
(Boschetti et al. 2016). In the following section, this analysis is done to understand the driving
forces for change management within the case study of Highways England. According to the
Burke-Litwin model for organizational performance and change, there are two factors, which are
External environment factor and Individual and organisational performance (French et al.
2021). External factors include changes in political scenario, and government policies, and
economic factors mentioned below. The Individual and Organisational Performance
(turnover, productivity, customer satisfaction and others) also dependent on the below mentioned
internal environmental and technical factors.
1. External environment factors
a. Social Social drivers are factors that influence and temper environmental
impacts, such as societal structures and institutions, individual
decisions, behaviours, and capacity for change. For example, from
the interview transcript, is evaluated that in 2020, when Covid-19
happened, people became very conscious about health and safety.
As, a result Highways England. Decided to take people’s safety as
well as the employees’ safety very seriously. Safety remained to be
the first priority for both the personnel and customers who use the
roadways, even though we have found means to do it. In
collaboration with the Secretary of State for Transportation, the
company made sure that all employees had access to protective gear
such as masks, hard helmets, and gloves. The WHO’s
recommendation of a two-meter physical separation was strictly
followed by all personnel (Refer to Case Study).
b. Economic The political and legal climate, the rate of inflation and
unemployment, and the government’s monetary and fiscal policies
are macroeconomic factors that have a substantial impact on
enterprises and cause changes in the organisation. For example, due
to keeping compliance with the Secretary of State, and the
Department for Transport’s decision to reduce the number of road
accidents, the company also set a target of zero serious road injuries
and life-risks accidents by 2040-50 (Refer to Case Study).
c. Political In the current period, organisations are quite political. In fact, a
sizeable portion of the goal-related work produced by an
organisation is directly influenced by political processes. The
intensity of political behaviour, however, varies depending on a
wide range of factors. Managers were asked to rank different
organisational decisions in one study based on how much politics
were involved. It has been found that the most politically
contentious actions (in that order) involved promotions and
transfers, delegating authority, and decisions involving
interdepartmental coordination. In such cases, leadership and
organisational culture play important roles. For example, in
Highways England, the leadership approach is inclusive and
everyone works collaboratively making the difficult decision-
making process even easier (Refer to Case Study).
2. The Individual and Organisational Performance Factors
d. Technological: Keeping up with the constantly changing external market
environment requires significant technological advancement. A
product’s or a process’s potential for efficiency improvement that
boosts output without increasing input is called technical change.
For example, the interviewee, Mr Paul informed that in the last 5-10
years the transport industry has changed a lot and even in the
coming 5-10 years also it will change rapidly due to innovation and
technological advancements. With the changing pattern of vehicles-
petrol, diesel hybrid to electric, traffic is also changing. Therefore,
the company is upgrading the employee’s knowledge and skill
regarding the new technology around them, diverse strategies for
controlling that traffic, managing peaks and troughs, and
understanding various power points around that (Refer to Case
Study).
e. Environmental: Resources, customers, rivalry, the economy, technology, political
and social circumstances, and the state of the economy are some
frequent external elements that affect the organisational
environment. For example, as mentioned earlier, keeping in mind
people’s concern for safety, the company heightened its safety
protocols during covid. Technological development helps the company to monitor if the employees are using safety kits properly
or not via cameras from remote locations also (Refer to Case Study).
Thus, it can be said that the company changes its traditional strategic
operations within the internal organisational environment.
2. Complete a strategic analysis of the case study and the new smart
motorway project of Highways England
A strategic change management is a plan for bringing about a change. A change management
strategy, in terms of business, specifies how an organisation will deal with issues like
adjustments to the supply chain, inventory requirements, scheduling, or project scope
(Rosenbaum et al. 2018). A strategic analysis of the new smart motorway project of Highways
England revealed that Over the past 20 years, there has been a significant increase in the demand
for travel on the strategic road network (SRN), and this demand is anticipated to continue. On
some of the busiest stretches of our country’s roadways, smart motorways have been
implemented for this reason. These roads are used by huge thousands of people every week for
travel, work, entertainment, and other activities. By the end of 2020, the corporation added about
500 miles of motorway capacity without constructing new roads or acquiring more property.
More than 28 million hours have reportedly been saved in travel time as a result of the enhanced
capacity smart motorways have provided. Compared to traditional widening, smart motorways
emit less carbon during construction. The company has gone through a technical change process
within the organisation due to this new smart motorway project. The company decided to
introduce Smart motorways and for this, the organisation went through an entire organisational
change. The existing automobile and mechanical engineers were instructed to go through a few
training sessions to study and understand how the Smart motorways work because technically
these new motors are different from the traditional ordinary motorways (National Highways,
2022).
The inclusive organisational culture helped Highways England to arrange further training to
help the employees cope with this technical organisational change and understand the importance
of the most recent type, all lane running (ALR) ability in the advanced motors that permanently convert the hard shoulder to a running lane and has a system of related features, including
emergency areas (National Highways, 2022). The organisation has also SES standards to monitor
how effectively the innovation in the advanced technology change process is going on for the
last 5-10 years (Refer to Case Study). Strategic leadership also play an important role in
addressing the change management process and inducing innovation within the system for better
implementation of the new smart motorway project of Highways England. In order to help and
guide the employees go through the change process, the organisation has employed a strategic
approach named ‘future, engage, deliver’. The four pillars of the current leadership and
governance are- time, cost, quality and safety. As a result, the company’s inclusive organisational
culture always seeks out individuals with a flexible mindset as well as those who can be
supported and heard as they go through change. The world around us is always changing. A
static state never exists. Therefore, it is the organisation’s and the executives’ responsibility to
guide the employees in adjusting to this transition successfully.
3. Propose a strategic change management plan
The main purpose of different strategic change management models serves as a manual or
planning guidance for implementing changes, navigating the process of transformation, and
making sure that changes are accepted and implemented. Here, Lewin’s three-stage change
management model will be used to equip the organisation to cope with the innovation and
technical change process. Unfreeze, Change, and Refreeze are the three phases (Rosenbaum et
al. 2018).
Unfreeze: It is the stage where unfreeze describes human behaviour as a quasi-stationary
equilibrium state with respect to change. This mentality refers to the ability to accept
change and respond constructively. However, employee resilience is anticipated to
happen in the majority of situations, nonetheless. In such situations, the team’s leaders
should emphasise the value of innovation and change to the team members and explain
the importance of introducing new smart motors to combat environmental effects, lower
traffic accidents, and smooth out traffic.
During the Unfreeze step, you could do the following actions: – Deciding what needs to
change.
– Do a business survey.
– Recognise the need for change.
– Assuring management’s support (Rosenbaum et al. 2018).
– Consult with key players to win their backing.
– Present the problem as having a favourable influence on the entire firm.
– Instigating a need for change.
– Spread a convincing argument for why change is best.
– Share the transformation by talking about your long-term goals.
Change: It is the process when the employees agreed to participate in the organisational
innovation change and guide them thoroughly through inclusive organisational culture
and strategic leadership style. Information flow and leadership are two crucial factors that
influence how successfully and effectively the change implementation process performs
over the long run. The term "information flow" refers to the sharing of information at
various organisational levels, the availability of a range of skills and knowledge, and the
coordination of problem-solving efforts across the organisation. The ability of some
members of the group to persuade others to work towards a common objective is known
as leadership (Rosenbaum et al. 2018). A well-planned transition process needs a vision
and a motivation to be successful. As the transition process progresses, businesses should
openly and clearly disclose their plans. Explain in full to everyone the benefits and
effects of the planned implementation. Put an end to rumours, clarify misunderstandings,
and answer to questions. the beneficiaries, the implementation, and who is affected. Put
an end to rumours, clarify misunderstandings, and answer to questions.
Refreeze: It is the stage where the organisational leaders keep motivating the team
members to sustain that change and remain productive. Communication plays an
important role in which the management will interact with the team and mentor them so
that the change occurs smoothly. For this purpose, Highways England should carry out
the following during the Refreeze phase:
– Integrate the new changes into the culture by figuring out what factors promote and
hinder change.
– Create and spread strategies for maintaining the change over time. Think about: –
Ensuring leadership and management support and, if necessary, modifying organisational
structure.
– Developing feedback procedure (Rosenbaum et al. 2018).- Implementing an incentives programme: Long-term and short-term communication,
support, and training should be provided. Consider the many ways that employees learn,
and encourage both formal and informal techniques. To inspire the workforce,
achievement must be celebrated.
Conclusion
In light of the above analysis, it can be said that stakeholders and executives must focus on this
change management strategy because it helps to identify when a change is essential, approve
changes, put changes into action, and monitor changes to ensure they have the desired impact on
organisational productivity.
References
Boschetti, F., Price, J. and Walker, I., 2016. Myths of the future and scenario archetypes.
Technological Forecasting and Social Change, 111, pp.76-85.
French, R., Mahat, M., Kvan, T. and Imms, W., 2021. Viewing the transition to innovative
learning environments through the lens of the Burke-Litwin model for organizational
performance and change. Journal of Educational Change, pp.1-16.
National Highways, 2022. Smart motorways stocktake Second year progress report 2022.
[online] Available at: https://nationalhighways.co.uk/media/uivj2zem/smart-motorways-
stocktake-second-year-2022.pdf (Accessed on 23 March 2023)
Rosenbaum, D., More, E. and Steane, P., 2018. Planned organisational change management:
Forward to the past? An exploratory literature review. Journal of Organizational Change
Management, 31(2), pp.286-303.
Task 2 – Launch Materials
Complete ONE task from the three options listed below based on your
findings from Task 1 to communicate the change.
a. Your task is to create a series of promotional Launch Materials (or similar
intervention) to brief your colleagues about the Change Programme.
a) The project name
The project name would be “Choose the Safest Journey”
b) The project logo
c) The tagline
Easy traffic – is the tagline.
d) An Informative leaflet
About the change programme -P1
Highways England is a progressive company that has already seen a lot of innovation. It
anticipates more developments in the form of enhanced connected vehicles and autonomous
vehicles during the next five to 10 years. The company is currently working to strengthen its
organisational structure in order to better equip its workforce and trained team for impending
technological breakthroughs in transportation infrastructure. For instance, the current traffic
operations service has undergone significant technical development. The SES standard must be
followed at all times by drivers in order to ensure safety, and traffic operations service and
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support this requirement. Therefore, the corporation cannot enhance its transport service without
updating the technical expertise of the existing revolutionary system.
Reason or Importance of this New Change Programme -P1
Motorways and A roads make up the majority of the strategic road network, which is designed,
built, and operated by Highways England. The Department for Transport, the Secretary of State,
and the company that manages the network’s 4,300 miles of motorways are its only shareholders.
The network is used by an average of 4 million drivers every day and carries about 33% of all
traffic and 66% of all freight, so it is obviously vital to the economy (Refer to Case Study). As
the company is under a huge responsibility of reducing road accidents and easing traffic by
implementing advanced technologies. This is why the company currently, is in need of an
innovation and technical change process so that the employees can upgrade their knowledge
regarding the new technologies within the market that helps to sustain its 24-hour traffic service.
Implementation of the change process – P2
1. Get the company ready for change and create a vision: In this preparation phase is the stage
of recognising and comprehending the need for change. The vision is to reach the target of zero
road accidents and serious injuries by 2040-50 (Refer to Case Study).
3. Put the changes into action: Change managers should focus on inspiring their team members
to take the necessary steps to realise the initiative’s goals during the implementation phase, as
well as on recognising any quick wins (HBS, 2022). They should make every effort to anticipate
impediments and, if any are discovered, to prevent, remove, or decrease them. Reiterating the
organization’s vision is necessary to keep the team members conscious of the driving force
behind the change initiatives throughout the implementation phase.
4. Integrate Changes into Organisational Culture and Procedures: Once the effort to bring
about change has been successful, change managers must prevent a return to the prior situation
or status quo (HBS, 2022) This is especially important for organisational change involving the
development of business practices like processes, inclusive culture, and strategic leadership.
When reforms are embedded into the ethos and practise of Highways England, backsliding is
more difficult to occur. New organisational structures, controls, and reward programmes should
all be seen as tools to aid in making change stick.
5. Evaluate Results and Progress: A change initiative’s completion does not guarantee its
success. By doing analysis and evaluation, or a "project post mortem," business leaders ofHighways England can determine whether the change initiative will be successful, unsuccessful,
or yielded mixed results. Future endeavours for change may benefit from its insights and lessons
as well.
Reference
HBS, 2022. 5 CRITICAL STEPS IN THE CHANGE MANAGEMENT PROCESS. [online]
Available at: https://online.hbs.edu/blog/post/change-management-process (Accessed on 23
March 2023)
e) PowerPoint template
Introduction S1
● To handle the effects of new business practices, cutting-edge technology, altering
economic conditions, or changes to organisational structure and culture within a
company, a framework called organisational change management (OCM) is utilised
(Tang and Tang, 2019).
● In the current presentation, details of the “Choose the Safest Journey” project regarding
innovation and technical change management within Highways England is going to be
discussed.
Project logo and Tagline S2
Easy Traffic
It emphasises on what the project is aiming to solve.
Three stages of the change management process S3
● This change management process will be implemented following Lewin’s change
management model.
● The first stage in change management is educating the teams about what needs to change
or "unfreezing" the current state of the company (Tang and Tang, 2019).
● During the transition period, people look into the change and put it into practice.
● “Refreeze” is the stage to sustain the change process.
Critical steps in the change management process S4
1. Setting a goal for the project: According to goal-setting theory, setting clear, concise goals
can improve work performance by encouraging employee engagement (Zendsesk, 2022).
Eliminating all traffic accidents by the end of 2040–2050 is the primary medium-term goal of the
current initiative.
2. Scope analysis: Without analysing the scope of the success scope of a project could not be
analysed (Zendsesk, 2022). By precisely defining the project’s scope, managers can predict costs
and completion dates. Scope management is essential for the current project since it helps them
save both time and money.
3. Focus on communication: If employees are informed of the rationale behind a change, they
are more inclined to accept it. People do not appreciate being caught off guard, so it would be
better if they were at least consulted before making a choice. Therefore, keeping in touch with
stakeholders is essential.
Critical steps in the change management Process (CONTD…) S5
5. Strategic leadership: Strategic leadership’s primary function in driving strategic change is to
support effective staff management throughout the change process, ensuring that the change
process achieves its goals (Zendsesk, 2022). In the current “Choose the Safest Journey” project,
the project managers will use strategic leadership that will promote ‘future, engage, deliver’.
6. Inclusive organisational culture: The current project manager will be using an inclusive
organisational culture that will foster positivity so that team members understand the importance
of technical change within the organisation.
7. Supporting people and Leveraging technology in the training plan: As part of the inclusive
organisational culture, providing training to employees to cope with changes is vital (Zendsesk,
2022). To ensure that everyone is ready to make the move smoothly, change leaders and direct
managers can prepare teams for it by implementing training initiatives. Technology can help
with effectively organising training for internal clients, such as your internal knowledge base.
8. Foster a feedback loop and fill in the gaps: Change leaders can identify barriers or
misunderstandings in communications they can fix before they materialise by gathering
feedback, employee satisfaction surveys, and focus groups.
Conclusion – S6
● In light of the current analysis, it is understood that change is an integral part of any
business scenario and for this using change management models is very important.
● These models provide a guideline for the project manager to plan changes strategically.
● Equally leadership and effective communication play relevant roles in communicating
project goals and resolving conflicts among team members.
Supporting Notes
People usually demonstrate resistance to change in the unfrozen state and hence require
awareness. For example, current Highways England needs to explain the need for the technical
revamp of its infrastructure to upgrade its traffic service and reduce accidents. In the change
phase, the company might face the most turmoil. Through effective leadership style and
strategic management, the change is sustained.
The logo is simple that uses basic colours like white, black and blue. These colours are not
extravagant and quirky which is why they are included to create the logo considering this is a
major project for Highways England. The logo embodies a road and a wheel which signifies the
road leading to the right goal, and can also be interpreted as the right path for the people of
England. Under the logo, there is a prompt “Choose the Safest Journey” which further signifies
that the company’s focus is on delivering the safest road. This shows putting an emphasis on
integrity and honesty in its organisational operations. The white background gives a clear view
of the path and the wheel which is essential to be seen even by someone’s glance. Overall, the
logo is simple and professional that shows and illustrates the urgency of the project and the value
the project aims to provide to the people. Creating a tagline is essential to build a strategic
approach to a project and work towards the required change to achieve project goals. The
project’s tagline is quite easy and also reflects on the line itself, "Easy Traffic". Here, Highways
England is clearly aiming to develop technologies and their effective implementation. Such
undertaking can only ensure that the company can reduce road accidents and ease the traffic in
general. The suitability of the tagline can be analysed as it indicates the project focuses on easing
the traffic in general as it solves all of the related road problems such as accidents. The tagline is
also short and crisp thereby ensuring that it embodies what the project is all about. As the project
is all about going through a strategic change within the company, such a tagline helps to clearly
and quickly give a brief idea of the project to all the project stakeholders.
When the goals are clear, it becomes easier for the team to achieve them. If the organisation
wants to survive and develop in a highly competitive climate, performance must be consistently
improved. The success of the process will be greatly influenced by the way the leaders construct
it and how well they convey the team’s objectives to them.
An effect analysis of the scope modification is done to gather relevant data and statistics about
the change process. This step is important because it helps the project manager and his team
understand how different changes will impact the project’s budget and schedule. For this
purpose, the project managers of Highways England should conduct weekly meetings with all
the stakeholders to discuss the project’s progress and ask their opinions, on if they are facing any
problems or not. Also, based on the size of the change, leaders should decide which
communication channel to use.
The change management team must also think about how the modification might impact
organisations other than Highways England. If the project manager desires to implement IT
service management (ITSM) and relies on externally maintained software, for example, suppliers
should authorise changes in addition to service owners and business relationship managers.
Communication between stakeholders is essential.
The Current project will be using the inclusive leadership pattern in which the project manager
will set the vision for the project first and communicate it with team members. Managers will
interact with people and influence them to collaborate with each other and decide what to do.
“Time, cost, quality and safety” are the four pillars of their leadership style (Refer to case study).
The current project manager always prefers to promote flexibility within the organisational
culture to support and listen to the team members.
Similar to how self-service information can help external customers, internal customers will
appreciate having a central location where they can view videos or articles on new applications
and changing processes. However, if a network-wide outage is planned for the same night, the
project team implementing software changes would not be able to move further. To ensure that
there are no system conflicts with necessary staff or planned modifications, stakeholders should
be engaged to understand what technology trade-offs were made.
Even though the project manager should solicit feedback and evaluate the progress along the
way, the ultimate phase in the change management process is to reflect on the project and
acknowledge successes and make note of what can be done better the next time.
From the above analysis, it can thus be inferred that no project can be successfully conducted
without documenting a proper project management plan. It is a strenuous task and if required
professional help should be taken to reduce risks.
References
Rosenbaum, D., More, E. and Steane, P., 2018. Planned organisational change management:
Forward to the past? An exploratory literature review. Journal of Organizational Change
Management, 31(2), pp.286-303.
Tang, K.N. and Tang, K.N., 2019. Change management. Leadership and change management,
pp.47-55.
Zendsesk, 2022. 7 steps of a successful change management process. [online] Available at:
https://www.zendesk.com/in/blog/change-management-process-stages/#georedirect (Accessed
on 23 March 2023)
Task 3: Reflective Writing
Write a critical reflective personal and professional account, answering the
following question
Introduction
Personal recordings of learners’ educational experiences are kept in reflective journals. The
majority of the time, the assessors urge students to keep a record of situations that relate to their
learning. In this current reflective piece, I am going to disclose my learning experience while
working in an organisation where change management took place. Here, I am going to share how
I developed certain leadership skills so that I can motivate my team members to cope with the
change. I will be using Gibb’s reflective model to analyse my learning and leadership
performance. It has been found that this model proved to be effective in evaluating own learning
experience and spreading awareness about the skills that need to be developed for improving
performance in future (Adeani et al. 2020). This is the reason that I will be using this model to
reflect on my performance.
Reflecting upon your own leadership style and the implications of this style
for leading a team during innovative change management
When I am describing my own leadership style during innovation change management in the
organisation, I used to work during covid-19 pandemic, I must admit that like all the other team
members, I am also clueless about the concept of remote working. However, as a team leader, it
was my responsibility to guide them on how to cope with this change. Therefore, I decided to
self-study how I can guide my team members to cope with this crisis. In order to gain knowledge
on what leadership style I should opt for leading my team through this change crisis, I started
reading Steve Radcliffe’s book named ‘Leadership Plain and Simple’. I strongly feel that it was
an enlightening journey for me. I got to know that an educated leader will always be “up to
something”. The leader will be purposeful, have trust in their own judgements, discuss with
others, look for bigger pictures and motivate others to think out of the box. As rightly mentioned
by Hieker and Pringle (2020), it is the transformational leadership style that transforms a
manager into a leader. As I always wanted to be the ‘people’s people’ and become a true leader
in its proper sense, I decided to go for the transformational leadership style would be the best fit
for me. As a transformational leader, I gradually learnt that encouraging, inspiring, and motivating team members play an important role in making them understand the importance of
change management and introducing remote work culture and guiding them to adopt the
changes. However, I feel that this scenario of innovation change management was also new for
me, so I did realise the fact of not being able to perform my transformational leadership traits as
expected. Hence, I decided to conduct a leadership skill audit assessment and evaluate my
performance in the following section.
An audit of your existing leadership skills
In order to identify a person’s abilities, knowledge gaps, and growth potential for expanding
employment alternatives, a skills audit review is undertaken. I believe that this assessment
helped me to identify my core capabilities, and identify areas I faced challenges having recalled
my previous working evidence. Thus, it can be said that evidence of current or developing
competency provided in the audit was very helpful for me in detecting skill gaps and evaluating
areas that need extra attention to improve my leadership performance.
What skills and behaviours do I need to develop in order to creatively
implement innovative change in the contemporary organisation?
Having evaluated my skill audit assessment report, it can be seen that the overall evaluation
hinted that I am good at critical thinking, and my digital literacy is up-to-the-mark or at least the
extent that I was able to cope with the remote work culture rapidly. When the governing board of
our company declared that within 2 weeks the company will be entirely shifted to remote work, I
was anxious. However, I keep my cool and started researching. I researched the most possible
digital communication tools that will be used for organisational and team communication. I
YouTube-ed a lot to understand how Google Meets, Duo and other Apps are being used to create
virtual space for conducting official meetings from remote places. Thus, I from the very
beginning equipped myself with the necessary digital literacy required to work from a remote
place and communicate virtually.
A detailed analysis of the audit report showed that despite having good observation power and
critical thinking capability, I always lacked effective and prompt decision-making because I
lacked confidence in my own opinions and thus, my problem-solving skill was very poor.
Also, when it comes to creating a space for open communication, I lacked it all because of
lacking self-confidence. Therefore, these three areas I need to work on these immediately so that
in future I can upgrade my leadership skills and lead organisational change management
effectively. From my previous work experience in leading change towards a remote team during
the pandemic, I realised that effective communication may reduce resistance, organise a network
of change advocates, and provide people with the knowledge they require to accept the change
positively. Problem-solving skills are also important because they help strategic actions control
employee resilience and motivate them to cope with changes. For example, when employees
were losing their productivity due to digital illiteracy and could not use those digital
communication tools, as a leader I should have conducted two-three trainings or induction
sessions on how to use those tools so that during remote working, they do not face any major
challenges. Therefore, in light of this discussion, I would like to conclude by saying that this
reflective journal has been very helpful in detecting areas I further need development and an
action plan has been provided accordingly.
An action plan as to how you will develop two specific skills or behaviours
Objectives Desired Outcome Required Actions Timeline
To improve my
problem-solving skill
and increase self-
confidence
In the next 1 year, I
will be able to take
decisions promptly
even under high
pressure
I need to work on my observation
power and practice the 5 strategies
of Identifying the Problem,
brainstorm potential solutions,
conduct feasibility test to choose
the right one and evaluate the
outcome. 12-13
months To improve
communication skills In the next 5-6
months, I will not
shy away to speak
my mind
rationally. Increasing self-confidence and
having faith in my own rationale.
There are provisions for enrolling
in some online crash courses also.
5-6
months
From this reflective documentation, I must say that I have certainly worked on my critical
thinking skills because, without this, the skill evaluation was not possible. I also believe that this
learning experience would help me address issues in the real world in future.
References
Adeani, I.S., Febriani, R.B. and Syafryadin, S., 2020. USING GIBBS’REFLECTIVE CYCLE IN
MAKING REFLECTIONS OF LITERARY ANALYSIS. Indonesian EFL Journal, 6(2),
pp.139-148.
Hieker, C. and Pringle, J., 2020. The future of leadership development: Disruption and the
impact of megatrends. Springer Nature.
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