Using interaction distribution as an example of reflection’s benefits
The practical benefits of reflection in the workplace can be illustrated through examining interaction distribution. Interaction distribution refers to situations where discussions and influence are unevenly shared among team members, potentially leading to underutilization of expertise and weakened group dynamics. Reflection can help make these phenomena visible and support addressing them through a four-step process.
1. Input: a trigger or idea that prompts reactions
Reflection begins with an event or stimulus that causes individuals to pause and consider the situation. For example, a team might engage with micro-learning content on group dynamics, such as how dominant speakers may overshadow quieter voices. Such content can spark thoughts, feelings, or realizations that form the basis for reflection.
Example: the team watches a short video about unequal interaction distribution and its impact on group dynamics. This might prompt questions like: “Does this happen in our group?” or “Why does this resonate with me?”
2. Making it visible: sharing reactions
In this phase, team members express their thoughts and feelings about the situation or content. The focus is on bringing reactions to light rather than analyzing or finding solutions. This helps build a shared understanding of how individuals perceive the situation.
Example: team members share their thoughts after watching the video. One might say: “This made me realize I hadn’t considered how speaking turns are distributed.” Another might comment: “It got me thinking about whether I participate enough in meetings.”
3. Discussing the meaning: what do these reactions signify?
This stage involves exploring what the reactions reveal about the team’s current state and dynamics. Discussions may address whether the phenomenon in the video is present in their workplace and how it might affect their collaboration.
Example: team members discuss: “Do we notice this happening in our group?” or “What might unequal interaction mean for our teamwork?” The key is to engage in open dialogue without blame or defensiveness.
4. Action: will anything be done about it?
While reflection does not always lead to action, the process itself fosters deeper understanding. Ideally, the team might decide the discussion was valuable and plan to revisit the topic later. Alternatively, they might identify concrete ways to improve, such as ensuring balanced speaking opportunities in meetings.
Example: the team decides the meeting chair will monitor speaking turns, or they experiment with a practice where everyone shares their perspective on a specific issue. They may also conclude that initiating the discussion was a step forward and allow the topic to mature.
