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Gibbs Framework for Reflection- Essay

   

Added on  2021-02-24

3 Pages1441 Words585 Views
Leadership Management
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This reflective essay is conducted based on the Gibbs Framework for Reflection (Gibbs 1988). It is one of the most common frameworks in academic work and thus suitable for the purpose of this assignment. Gibbs' framework follows six steps: describing the event to be reflected on, illustrating the writer's feelings and thoughts, evaluating the afore-mentioned, an analysis, a conclusion and an action plan. During one of the classes of the internship module, students were asked to put down their thoughts on a specific statement they were given by the lecturer. The statement our group - according to the definition given by Schein (2010) we were exactly this because we perceived ourselves as a group - was handed was described as "asking questions" in an internship environment. Our group, being one of the 'informal organisation' kind according to Mullins (2010), consisted of those students taking on the group project together. Me and the rest of the group were trying to understand the task we were handed. One of our group's members wasn't really participating (her name will not be featured). There was a lot of discussion within the group as to how we should approach this task. Meanwhile, this one member was not taking part in finding solutions, instead being occupied with her smartphone. While I am not sure whether the other group members were aware of this, I was trying to involve this individual by asking her for an opinion on the matter and how she would solve it. Whilst giving brief answers she quickly detached from the group's initiative. In the end, we were able to fulfil the task in a satisfactory way through the professional cooperation of the remaining four members. Regarding my feelings and thoughts, I didn't anticipate any of my group members not joining into the conversation as we had experienced fruitful cooperation throughout the semester. Thus, I was irritated by her non-participation- a reaction that seems obvious, given the fact that I found myself being a Shaper after evaluating my personal behaviour preferences in Belbin's Team Role Theory (Belbin, 1981). Belbin describes the Shaper being prone to provocation or irritation. After my unsuccessful attempt to include her, I could feel myself becoming unsettled because of her behaviour. I can imagine this was not only down to what she said, but especially because of her negative body language, the latter being more powerful than spoken words, as Mehrabian (1971) points out. I don't like it when people sign up for group work and cooperation just for them to not participate in tasks that demand getting involved and being proactive. I wouldn't criticise my group members for not trying to motivate her, as they fulfilled their part in the assignment. After all, we accomplished the task. Thus, I am not bothered anymore by the non-participation of one member in that moment. Evaluating the afore-mentioned, the overall experience I made on this occasion was quite useful to me. It showed me that making team members participate can be hard. This group was also a team, since Huczynski and Buchanan say teams achieve collective results "by members' close collaboration" (2013, p348), which was the case. I believe there was something throwing this specific group member off from being effective. This could be the result of a personal issue or a motivational problem, the latter possibly because the task wasn't interesting enough to her. It is unlikely that this
Gibbs Framework for Reflection- Essay_1

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