Self-Awareness and Decision Making in Professional Life - A Study

This report is a study of self-awareness, individual strengths, weaknesses, habits, values and motivators etc. The aim of the study was to be aware of the self so that one is able to take informed decisions that is likely to have a substantial impact. In this study the decision that has been considered is the choice of job. This decision can only be made when one is informed about their own self and is able to reconcile it with the scenarios of the job.

Executive Summary
This report is a study of self-awareness, individual strengths, weaknesses, habits, values and
motivators etc. The aim of the study was to be aware of the self so that one is able to take
informed decisions that is likely to have a substantial impact. In this study the decision that has
been considered is the choice of job. This decision can only be made when one is informed about
their own self and is able to reconcile it with the scenarios of the job.
This report provides a minute to think about the qualities and shortcomings of oneself, the
enthusiastic remainder and the safe place that is made. Alongside the characters, propensities and
qualities, these attributes characterize an individual and their choices. A choice is only successful
when it is an amalgamation of the assessment of oneself just as the outside world. Accordingly,
one needs to be keen and mindful of oneself while giving intense consideration to the happenings
around them.
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Table of contents
1.0 Introduction................................................................................................................................3
2.0 Self-awareness...........................................................................................................................3
2.1 Personality.................................................................................................................................4
2.2 Values and Motivators...............................................................................................................4
2.3 Emotional Intelligence...............................................................................................................5
2.4 Leadership..................................................................................................................................5
2.5 Power and Politics.....................................................................................................................6
3.0 Decision making and problem solving......................................................................................6
4.0 Conclusion.................................................................................................................................8
5.0 References................................................................................................................................10
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1.0 Introduction
The success and growth of an organisation depend on their employees and it pays better if they
do not have any blind spots. They are well informed about the company basics as well as their
own personality. Self-awareness is an essential quality in the business world as it makes an
individual perspective towards the information around them and be able to apply it to their own
context. It is common knowledge that no two individuals would be able to extract the same
amount of work from a given amount of resources (Sukhera et al. 2018). The ability to shape and
adapt the resources and the environment or vice versa is required from a future employee.
In a nutshell, being self-aware comprises knowledge of one's values, personality, needs, habits,
emotions, strengths and weaknesses. The above-mentioned characteristics allow a person to
make an informed decision as they are able to compare their own skill set with the one that is
desired in a given scenario.
The significance of self-awareness lies in the fact that it makes one more effective as it enables
one to identify the gaps between their skills, personality and the given situation. Constant
development and improvement are necessary in today's world where the work systems and
dynamics are changing at an alarming rate (Visscher, 2015). The of the gap allows an individual
to identify an opportunity for improvement. Self-awareness enables a person to top to exploit
their own strengths and cover up their weaknesses through management and planning skills.
2.0 Self-awareness
Human minds are complex and dynamic. It is endowed with the power to adapt itself to a given
situation by perceiving the requirements and making certain amendments. This shows how
humans are capable of self-awareness and to master their own emotions and urges (Rubens et al.
2018). However, we have risen from just curbing urges to greater pinnacles of management that
allow us to better oneself without the need for external critique or guidance. One is empowered
to create and follow the direction that they want for themselves and learn through the journey
(Wald, 2015). The following key areas of self-awareness has been discussed in detail and
personal context.
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2.1 Personality
Personality refers to the summation of all idiosyncratic characteristics of an individual. However,
being self-aware does not warrant a change in the personality as that is an impossible demand
and is also not healthy for the individual in question. In order to be self-aware an understanding
of one’s own personality is required. I have a logical and observant personality where I put
importance to being perceptive and aware of how things and systems work around me. I believe
this understanding is helpful in all spheres of life. For the profession of restaurant supervisor,
personality is of importance as I would be in charge of the staff. I want to lead not as a manager
but as a leader as a result, suitable personality traits of being a public and social person is
required (Regan et al. 2016). Also, in order to manage a restaurant, I would have a social role
where I would also need to interact with the guests and also solve conflicts if they arise. Being in
the service and hospitality industry is necessary to be approachable and maintaining a pleasant
demeanour. Even if I am not too focused on my looks and clothing, I would need to be well
dressed and put together at all times. My observant and logical personality would help me to
follow the dynamics among the staff and the mannerisms of the guests. This is an added
advantage that would help to understand the situation and approach it with a possible solution.
2.2 Values and Motivators
My core values include loyalty, empathy, honesty and discipline. I consider empathy and
discipline as my greatest value as it helps me to be humane, see the best in every situation,
person and persevere in every situation. I believe that there is a solution available to every
situation and if all the affected individuals pledge to help one another, the task can be easily
pulled off.
I am motivated by change, new learning, new experiences and the opportunity to grow. I
perceive each situation as a challenge and try to maximise the desired outcomes. Riches and
respect are also external motivators that encourage me. However, I am also aware of how restless
I can become when in search for invigorating experiences. It makes it difficult to stay put in one
situation or moment. I need something to interest and challenge me so that my mind is active and
running.
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In the chosen role of restaurant supervisor, I will be able to encounter new guests and
serve different people. Also, the restaurant business is writ with heavy competition as a
result, the restaurant will be need to reinvent itself after few years to stay relevant. There
are many factors that play an important role in the success of a restaurant and these
factors are dynamic. All these scenarios ensure that running a restaurant involves being
on one’s toes and being able to adapt to the changing situation (Dolph, 2017).
2.3 Emotional Intelligence
Emotional Intelligence refers to the ability to control and communicate one’s own emotions and
opinions judiciously in a manner that brings out the best results. The common idea regarding the
related to emotional intelligence is that there is not much scope for in the professional world
(Lerner et al. 2015). However, it is an important characteristic in the service industry as one’s
behaviour and social skills that make a person desirable and approachable to the guests. In the
service industry, guests and customers choose a place which they like. Making their experience
pleasant and memorable is the aim of every organisation (Rezaei, 2015). As a result,
communication is an essential characteristic that allows an individual to make an impression on
the mind of the guest.
2.4 Leadership
Leadership can be defined as the ability to be accountable and manage the staff and operations
one is in charge of. Leadership skills are essential in every professional role as one is always
required to manage certain resources and staff. In the role of restaurant supervisor, I would need
to lead my staff together to provide high quality service to the guests. As a leader I would guide
and direct my staff to work in harmony to minimise the chances of conflicts and obstacles in the
restaurant (Tomlinson, 2018). Also, leadership can be used to take managerial decisions and
solving problems that would take the restaurant to a new level. A leader is also required to
manage the resources and guide their optimal use. Also, as a restaurant supervisor, I will
represent all the staff to the guest and hence need to be aware of the opinions and views of all
staff members.
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2.5 Power and Politics
Power and politics are innately associated with the professional world. Power refers to the ability
to influence others and their work through the virtue of one’s position in the organisational
hierarchy. The organisational hierarchy is the structure that divides power and authority among
the staff members for essentially economical and managerial reasons (Bardach and Patashnik,
2019). When these power relations come into play and their interplay creates a specific dynamic,
one can say that it is political arrangement of power. As a restaurant supervisor, I would be
placed in one of the top tiers of the hierarchy which would give the power to monitor and assess
the work of those working under me.
3.0 Decision making and problem solving
Literature
Decision making and problem solving is an integral part of organisational and operational
management. Not only is it relevant in the professional sphere but as well as in the personal life
of a person. Decision making refers to the action of making a choice among several available
courses of action after considering the pros and cons (Van Aken and Berends, 2018. however, it
is difficult to ascertain that a decision is fool proof and will definitely bring the desired results.
As a result, even the best decision or policy makers are likely to make mistakes. In other cases,
the desired outcome from a decision is that it will maximise the effectiveness as absolute success
is not possible and hence not expected. Information is key for making a decision, there are
several decision-making theories that enable a person to process, compare, contrast and analyse
it.
It is always hoped that a decision or policy made is able to bring the desired outcome to the
maximum extent. However, obstacles and problems are common occurrences. Problems are
dynamic situations that can arise from a variety of factors. As a result, certain problem-solving
skills are essential like listening, evaluation and communication. These skills are not only helpful
in preventing the occurrences of problems but also help in relieving them. Most problematic
situations arise from complex instructions and incomplete understanding, this can be eradicated
through active listening and clear instructions that can be easily communicated from one person
to another and is not dependent on personal interpretations.
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Understanding of theories
The two available decision-making models are based either on rational theories or on intuition,
experience and gut feeling. These two different approaches to understanding a situation.
However, there are some common processes involved in perceiving and understanding the
problem. It includes four key steps that are basic to all problem solving and decision-making
systems. The first approach is to gather information about the situation or problem in question.
Sensory information helps to determine the context and the factors that play an important role in
its existence. This information will then be evaluated and analysed to determine the possible
courses of actions, costs and resources involved, secondary complications that will be relieved if
the problem is obliterated. Based on the evaluation and other factors one of the choices will be
considered suitable and ideal for the trade-off between costs, resources and benefits (Klein,
2015). The residual actions are based on the outcome and will need to be updated on the records
for further help or consultations.
Compare and Contrast at least two approaches/theories
It has been pointed out in the above section, that there exist two pathways to approach a problem.
The rational decision-making model is more favoured and suitable for a business or professional
context as a person is answerable for their decisions and needs to be logical about it. This involve
more detailed analysis and comparison of the available courses of action in order to achieve the
optimal decision. It consists of eight which enable the person to establish a set of criteria that
would evaluate the course of actions and determine which one of them is more suitable
(Thomson et al. 2015). However, it cannot be used in a scenario where one is not clear about
their goals or the outcome they are desiring. In order to make a decision or solve a problem
through the rational decision-making theory, one has to have a clear understanding of the
outcome or their goals and be able to define it in measurable or definable characteristics. On the
other, unlike the intuition-based decision-making model, it allows a person to make a safe and
calculated decision which will ensure that the chances of losses are minimum even if the derived
outcome cannot be achieved (Phillips et al. 2016).
Intuitive decision-making model may appear as a blind way to approach a problem however it is
fit or people who are acutely aware of their needs and requirements and the extent to which they
are able to adapt. It is mainly put into use by experts and experienced businessmen. Even though
the model may appear to be clearly based on gut feeling, it still has steps and criteria that need to
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be followed. The information gathered about the issue may not be through a thorough diagnosis
but through intuition and prediction from experience. An essential skill in this model is the
ability to identify the patterns of people around and the problem itself. Even when clear
information and facts are unable to hint towards a problem, changing patterns and habits can.
However, intuition cannot be developed immediately and requires the experience of a lifetime of
watching and studying the dynamics and systems at work (Wald, 2015). It is irrelevant to the
education, background and knowledge a person has but is dependent on the analytical, logical
and mindfulness skills of a person. Intuition helps to extrapolate data and integrate much isolated
information to perceive the big picture which may tell more about the issue that raw facts.
Factors to decide on the internship
The above-mentioned facts about decision making and problem solving need to be utilised in the
real-life scenario of choosing a professional opportunity. My profession of choice is a restaurant
supervisor. It is fitting as I have the necessary academic qualifications and skills that make be
eligible for the post. The role of restaurant supervisor is to manage all the operations inside a
restaurant to ensure that the loyal guests get the best service. The roles and responsibilities differ
from organisation to organisation as no two restaurant has the same concept and operational
style. As a result, the duties of the supervisor will depend on how the operations have been
arranged. When choosing an organisation, I will first look into the description of the role. I am
accepting a post where I would be required to hire, train and manage staff, maintain customer
experience by handling conflicts or other customer related issues and manage inventory. Other
than this, I will also be comfortable in keeping a close check on the food preparation processes
and hygiene so that the food safety and hygiene standards are maintained. I am expecting minor
addition to this role and will consider whether I have the skills to satisfy the role or not. The
decision will also depend on the nature and brand value of the organisation, salary offered, the
location and profile of the organisation.
4.0 Conclusion
The performed study of self-awareness and decision making enhanced the understanding of the
need to be intuitive and aware of the outside world as well as of the self. The combination of
both the self and the world create an interplay of experiences that are again interpreted
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accordingly. Experiences of people vary even when they are exposed to the same stimuli, which
clearly hints towards how humans are dynamic creatures that cannot be understood or predicted
with absolute success.
This report allows a moment to consider the strengths and weakness of the self, the emotional
quotient and the comfort zone that is created. Along with the personality, habits and values, these
characteristics define a person and their decisions. A decision is only effective when it is an
amalgamation of the evaluation of the self as well as the external world. As a result, one needs to
perceptive and aware of the self while paying acute attention to the happenings around them.
The search for an internship or any other employment opportunity creates a situation where there
is a need to make a decision that is going to have an extensive impact. This study enabled to
consider all the facts and figures available and then interpret it according to personal attributes to
make an informed choice.
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5.0 References
Anderson, D.R., Sweeney, D.J., Williams, T.A., Camm, J.D. and Cochran, J.J., 2015. An
introduction to management science: quantitative approaches to decision making. Cengage
learning.
Bardach, E. and Patashnik, E.M., 2019. A practical guide for policy analysis: The eightfold path
to more effective problem solving. CQ press.
Dolph, D.A., 2017. Problem-Solving Tips for School Business Officials. School Business Affairs,
83(2).
Klein, G., 2015. A naturalistic decision making perspective on studying intuitive decision
making. Journal of Applied Research in Memory and Cognition, 4(3), pp.164-168.
Lerner, J.S., Li, Y., Valdesolo, P. and Kassam, K.S., 2015. Emotion and decision making.
Annual review of psychology, 66, pp.799-823.
MAKING, S.O.D., 2015. Leaders as decision architects. Harvard Business Review.
Phillips, W.J., Fletcher, J.M., Marks, A.D. and Hine, D.W., 2016. Thinking styles and decision
making: A meta-analysis. Psychological Bulletin, 142(3), p.260.
Regan, S., Laschinger, H.K. and Wong, C.A., 2016. The influence of empowerment, authentic
leadership, and professional practice environments on nurses’ perceived interprofessional
collaboration. Journal of nursing management, 24(1), pp.E54-E61.
Rezaei, J., 2015. Best-worst multi-criteria decision-making method. Omega, 53, pp.49-57.
Rubens, A., Schoenfeld, G.A., Schaffer, B.S. and Leah, J.S., 2018. Self-awareness and
leadership: Developing an individual strategic professional development plan in an MBA
leadership course. The International Journal of Management Education, 16(1), pp.1-13.
Sukhera, J., Milne, A., Teunissen, P.W., Lingard, L. and Watling, C., 2018. The actual versus
idealized self: Exploring responses to feedback about implicit bias in health professionals.
Academic Medicine, 93(4), pp.623-629.
Thomson, R., Lebiere, C., Anderson, J.R. and Staszewski, J., 2015. A general instance-based
learning framework for studying intuitive decision-making in a cognitive architecture. Journal of
Applied Research in Memory and Cognition, 4(3), pp.180-190.
Tomlinson, S., 2018. Educational subnormality: A study in decision-making. Routledge.
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Van Aken, J.E. and Berends, H., 2018. Problem solving in organizations. Cambridge University
Press.
Visscher, C., 2015. Cultural Knowledge, Self-awareness, and Practical Skills: A Curriculum
Model for Teaching Cultural Competence and Spiritual Care to Health and Human Services
Professionals. Hawai'i Journal of Medicine & Public Health, 74(7 Suppl 1), p.25.
Wald, H.S., 2015. Professional identity (trans) formation in medical education: reflection,
relationship, resilience. Academic Medicine, 90(6), pp.701-706.
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