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Reflectiveness                                                  197

                                   ward to the future. You don’t reflect simply for the sake of it, use-
                                   ful as the thought process is. You reflect on something in order to
                                   learn from it and do it differently when you are in a similar situa-
                                   tion again.



                              THE SCIENCE OF REFLECTING


                                   I have already touched on some of the science behind this area. You
                                   have  seen  how  the  brain  responds  well  to  challenge  and  how  it
                                   needs to process or reflect on this. You experience something and
                                   the brain attempts to fit it into existing patterns, to classify it, in
                                   effect to reflect on it. If the brain receives a painful stimulus when
                                   you bump into something, it remembers this and you work out a
                                   different route in future. This is how the mind operates.
                                         Nevertheless, there are some aspects of the way in which the
                                   brain works that can deter you from reflecting on your mistakes. So,
                                   for example, the negative effect of stress on the mind means that it
                                   can be very difficult to work in places where reflection and admis-
                                   sion of failure are not possible. Worries build up and performance
                                   levels go down.
                                         The brain’s instinctive pattern making also produces another
                                   tendency that can be negative as well as positive: making connec-
                                   tions and filling in gaps. This is why you see things that are not in
                                   fact present in some visual puzzles. Your brain completes the pic-
                                   ture, filling in the gaps. The same operates in the workplace. A mis-
                                   take  is  made  and  your  brain  begins  to  worry  away  at  what
                                   happened. If the culture of the organization is one in which it is not
                                   acceptable to admit to mistakes, there will be an uneasy vacuum
                                   after any major error. Gossip and rumor will move in to try to pro-
                                   vide a solution. And workplace gossip may be much more unhelp-
                                   ful than the plain admission of fault, reflection on why it happened,
                                   and a decision to move on better prepared in the future.
                                         Because  your  brain  is  a  pattern-making  mechanism,  it  has
                                   often done its reflection without your being consciously aware of it.
                                   So, you may be able to wake up the morning after something has
                                   happened with a clearer sense of its meaning.
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