If you happened upon my previous post about my personal
thoughts on levels of competence, as discussed by Sheila Webber in her blog
post on cpd23, then you will see where I am coming from with this post!!
Although I realise I lack confidence in my ability to do
just about anything, this is really the only self-awareness that I have gained
over the years! Rather pathetic really, because, if I was more self-aware then
I’d be able to work on those areas where I’m not so good and become a better
person.
Over the years, however, there have been illuminating
moments where I have realised a bit more about myself. The first of these was
when I did the Belbin team-working questionnaire and realised that I really had
no preferred role and so was really a bit of a Jack-of-all-trades (I thought I'd blogged about this but can't seem to find it now, so perhaps I didn't!).
More recently, I have done another short questionnaire that
has helped me to become a little bit more self-aware. Now, please don’t ask me
why, given my lack of confidence, but I decided I’d like to investigate what it
meant to be a mentor within the profession, and to that end I enrolled on the
CILIP PTEG mentoring course. This was a day-long event that concentrated on the
skills needed in order to mentor a CILIP chartership, or ACLIP candidate, and
along the way we did a short questionnaire on learning styles.
I’ve done learning styles questionnaires before, but those
were to do with whether you were an aural or a visual or a kinesthetic learner;
the one we did on the mentoring course was along the lines of the Honey and Mumford one. Now, this was illuminating! Although, if I think about it hard
enough, it shouldn’t have been illuminating, I should already have known what
my preferred style was!
Anyway, in short, it turned out I was 4 parts reflective, 3
parts theorist, and 0 parts activist or pragmatist. I’m sure I’m not breaking
any confidences if I say that the room was full of about half and half – that
is half reflective/theorists and half activists/pragmatists, with one or two
folk having a sole predominant style – and, knowing this, it was interesting to
be more aware of how we all interacted.
As I said above, this was one of those light bulb moments
for me! It helped to explain how and why I find it difficult to work with
people who make snap decisions; I can feel wrong-footed, steam-rollered over,
lacking in intelligence and unworthy. However, I now recognise that really I
ought to work towards being less reflective/theoretical as sometimes it’s
important to make decisions and take action rather more quickly than I do.
That led me onto thinking about change, and my attitude
towards it. I’ve always said I don’t much like change, but actually, it’s
probably more to do with being given enough time to think about the specific
change and the implications/ramifications/consequences/impact the change might
have on me, on my work, on my workplace, on my colleagues and on the users! If
I feel I haven’t had enough time to reflect on it then I can feel threatened by
it and overwhelmed. Trouble is, there isn’t always time to think too long and
hard; some changes have to be made quickly, either in response to something or
to pre-empt things.
As with most things, I guess it’s all about balance,
self-awareness, and not letting styles get in the way of working, and not
letting styles become levels of unconscious competence that drift into levels
of unconscious incompetence – meaning yes, it’s good to think and reflect, and
yes, I’m quite good at it, but if I think too long I’ll miss the action and
miss the chance to get things done!
Of course, I can always find something that vindicates the
way I am! Clutterbuck (2004) said:
“people … have less and less time to stop and think deeply
… Deep, reflective thinking is as essential to the effectiveness of our
conscious brain as REM sleep is to our unconscious. In both cases we become
dysfunctional if our minds do not carry out the essential task of analysing,
structuring, organising and storing.”
Julian Baggini, in an interview on Radio 4’s Start the Week,
is also an advocator of procrastination as a way to achieve things. Contrast
this to Malcolm Gladwell and his Blink theories, and maybe somewhere in between
is the perfect solution!
References:
Clutterbuck, David. (2004). Everyone needs a mentor: fostering
talent in your organisation. 4th ed. London: Chartered Institute of Personnel and
Development.
