Blog, Reflective work approach, Research, Soft Skills, Work Well-being

Knowledge Work in Transition – The Reflective Work Approach is Here

2.9.2024

Knowledge Work in Transition – The Reflective Work Approach is Here

Knowledge work encompasses three key components that form the basis of how work is done: formal approach, informal approach, and reflective approach. The roles and significance of these have evolved rapidly, especially with the advancement of artificial intelligence and the rise of remote work. Among these changes, the importance of the reflective work approach has become increasingly prominent, with its impact on productivity and workplace well-being continuously growing.

Formal Work Approach: Hard Skills

The formal work approach refers to the technical skills and knowledge required in knowledge work, which are often directly related to the concrete tasks of the job. These hard skills, such as programming languages, data analytics, project management, and other technical abilities, are easily measurable and learnable. The formal approach has traditionally been central to knowledge work, with employee qualifications largely assessed based on these skills.

However, AI and automation have significantly transformed this area. Many routine tasks can now be automated, freeing employees to focus on more demanding and creative work. This shift has led to a situation where formal skills alone are no longer sufficient for success in knowledge work. Instead, there is a need for a deeper understanding of how these skills can be combined with human interaction and shared reflection on the work and its goals.

Informal Work Approach: Informal Interaction

The informal work approach encompasses the forms of interaction and collaboration that are not strictly tied to formal job tasks. This can include discussions with colleagues, brainstorming sessions during coffee breaks, or spontaneous teamwork. The informal approach is often undervalued, even though it is crucial for innovation, creativity, and team spirit.

The rise of remote work has posed challenges to the informal work approach. In remote work, it is harder to maintain natural, informal interactions, which can lead to team fragmentation and a decrease in innovation. Virtual meetings often do not replace the spontaneous face-to-face discussions. Therefore, companies need to consciously invest in opportunities for informal interaction in remote work, such as organizing virtual informal meetings or team-building days.

Reflective Work Approach: Shared Reflection

The reflective work approach consists of deliberate pauses, shared reflection, and collaborative learning. It means that individuals and teams take time to consider their work processes, learn from past experiences, and improve future performance. Reflection is a crucial part of learning and innovation, and its significance will only grow in the future.

As AI and automation continuously reshape the demands of the workplace, employees must adapt quickly to these changes. The reflective work approach provides work communities with the opportunity to address changes together, identify new possibilities, and develop new ways of working. This shared reflection is also vital for productivity, as it helps create deeper understanding and strengthens team cohesion.

The Growing Importance of the Reflective Work Approach

The importance of the reflective work approach will continue to grow as employees must adapt to increasingly rapid changes and more complex tasks. AI and automation can handle many routine tasks, but they cannot replace human interaction, creativity, or shared reflection. Reflection helps work communities adapt to changes and discover new ways to work better and more efficiently.

Productivity is not only about technical skills but also about how well employees understand the broader meaning of their work and continuously develop themselves. The reflective work approach provides the structure and space needed for this. It helps employees find meaning in their work, which increases commitment and motivation, and thereby productivity.

Developing the informal Work Approach in Remote Work

Developing the informal work approach is particularly challenging in remote work but also increasingly important. In remote work, employees miss out on natural encounters like hallway conversations and lunch breaks, where informal interaction typically occurs. This can lead to team fragmentation, a decline in creativity, and weakened team spirit. Therefore, it is crucial that organizations develop strategies and practices to maintain and strengthen the informal work approach even in a virtual environment.

The first step in developing the informal work approach in remote work is to consciously create opportunities for informal interaction. This could mean virtual coffee breaks, casual team meetings, or online game events that help maintain and strengthen team cohesion. These meetings don’t need to be strictly structured; their purpose is to provide space for informal conversation and getting to know each other.

Another important factor is building and maintaining trust. In remote work, the success of the informal work approach requires that employees feel safe and trust each other. Organizations need to create a culture where open communication and informal discussions are allowed and encouraged. This might involve the leadership participating in informal meetings and promoting open interaction at all levels of the organization.

The third factor is leveraging technology. Digital tools can support informal interaction by providing platforms where employees can easily communicate and share ideas. For example, instant messaging programs, internal social media platforms, and shared project management tools can create frameworks for informal interaction that fosters teamwork and innovation.

Developing the informal work approach requires organizations to take a proactive stance and a willingness to experiment with different work approaches. When employees are provided with opportunities and tools to create and maintain informal connections even in remote work, this can lead to significant improvements in team collaboration, innovation, and job satisfaction. This ensures that the informal approach remains a central part of knowledge work, even in future work environments.

Differences in Developing Formal and Reflective Skills

The development of formal and reflective skills differs significantly. Developing formal skills is often straightforward: employees can attend training sessions, take courses, and earn certifications. This knowledge is concrete and measurable, and it can be developed by setting clear goals and monitoring criteria.

On the other hand, developing the reflective work approach is more complex and requires long-term effort. Reflection doesn’t happen automatically; it requires time, space, and the right culture. The work community needs to create an environment where employees can safely share their thoughts, failures, and successes. This could mean organizing regular reflection meetings, developing mentoring programs, or incorporating team retrospectives into everyday work.

Companies that successfully balance formal, informal, and reflective work approaches will be the most successful in the future. They will be able to combine technical expertise, creative collaboration, and deep reflection, leading to continuous learning, innovation, and sustainable productivity.

The Reflective Work Approach at the Core of Soft Skills

The reflective work approach is a profound work method that integrates and strengthens key soft skills such as empathy, communication, problem-solving, and creativity. These skills are often considered “soft,” but their significance in knowledge work is indispensable. The reflective approach acts as a connective tissue that makes these skills truly impactful in professional contexts.

Empathy: Empathy is the ability to put oneself in another’s shoes, understand, and appreciate their perspectives and feelings. The reflective work approach allows for the use of empathy because it requires pausing and considering others’ viewpoints. In shared reflection, teams can examine how different solutions affect people, both within and outside the organization. This deepens empathetic understanding and helps make better, more humane decisions.

Communication: Good communication is more than just the exchange of information; it’s the ability to listen, understand, and respond appropriately. The reflective work approach encourages deep communication, where not just information but experiences, emotions, and insights are shared. This enables deeper mutual understanding among teams and more effective collaboration. The reflective work approach also helps identify and resolve potential misunderstandings or conflicts, improving the quality and impact of communication.

Problem-Solving: In problem-solving, the reflective work approach is a key element because it allows for the consideration of alternative solutions and the application of lessons learned from past experiences. In a reflective process, teams can analyze problems comprehensively and learn from previous mistakes and successes. This process develops critical thinking and enhances the ability to find innovative solutions to complex problems.

Creativity: Creativity thrives in environments where there is room to experiment, fail, and learn. The reflective work approach supports this process because it encourages continuous learning and the evaluation of new ideas. Reflection helps employees identify creative opportunities and understand how they can apply what they have learned in new ways. This makes the reflective work approach an important catalyst for creativity, especially in knowledge work, where finding new ideas and solutions is often critical to success.

The Reflective Work Approach as a Unifying Element for Soft Skills

The reflective work approach is not just another soft skill among others; it acts as a unifier and enhancer of these skills. Reflection provides the structure and context in which empathy, communication, problem-solving, and creativity can flourish and develop. Without a reflective work approach, soft skills may remain superficial or isolated actions that do not fully serve the goals of employees or the organization.

When the reflective work approach is integrated into an organization’s culture and work processes, it lays the foundation for continuous learning and development. This not only improves individual working methods but also deepens team collaboration and enhances the organization’s ability to adapt to changing conditions and challenges. Thus, the reflective approach is crucial for the future of knowledge work, where soft skills are increasingly central to enabling productivity and innovation.

Relevant literature:

Lamri, J. Lubart, T. (2023) Reconciling Hard Skills and Soft Skills in a Common Framework: The Generic Skills Component Approach. J. Intell.

Wenjing L,, Jin L. (2021) Soft skills, hard skills: What matters most? Evidence from job postings, Applied Energy.

Helyer, R. (2015) Learning through reflection: the critical role of reflection in work-based learning (WBL), Journal of Work-Applied Management.

Kivity Y., Levy K.N., Johnson B., Rosenstein, L., LeBreton J. (2024) Mentalizing in and out of awareness: A meta-analytic review of implicit and explicit mentalizing, Clinical Psychology Review.

– Academy of Brain, the science of Soft Skills learning

Subject matter by Ville Ojanen (Leading Psychologist at Academy of Brain)

Ville Ojanen is a psychologist with a doctorate in cognitive neuroscience. His passion is understanding and influencing the human behavior. Ville combines an exceptionally broad and in-depth understanding of behavioral and neurosciences with practical experience in developing individuals, teams and communities.

He has worked as a clinical neuropsychologist, as an HR professional in Nokia and for fifteen years as an organizational psychologist, coach and keynote speaker. Ville is a serial entrepreneur and the co-founder of Academy of Brain Ltd. He has served in the behavioral science advisor team of the Finnish Prime minister´s office since 2020, currently as a steering group member.

“Change the mind, change the world”