Not only does reflective thinking reduce stress and improve resilience (Falon et al. 2021), research shows that by adopting the practice of reflective thinking you can enhance your own learning and performance (Seibert, 1999; Ellis et al. 2007; Kross et al. 2023). Additionally organisational learning and performance is improved through the application of processes of reflective thinking (Garvin et al. 2008).
I have had the opportunity to work with many leaders in many organisations across the globe and the message I hear time and time again is that there is little space or time for true reflective thinking to take place. Schedules are jammed packed with back-to-back meetings where decisions are made, strategies are devised and plans are executed, and reflection doesn’t really feature or isn’t particularly valued. Leaders are often caught in a place where they are managing multiple demands, juggling multiple roles and dealing with multiple people. In this high demand, high paced environment, carving out space for reflection can feel overwhelming and sometimes counterintuitive. Yet the value of reflective thinking cannot be underplayed.
What can you gain from consistently practicing reflective thinking?
- Stress Reduction: reflective thinking enables you to process emotions, clarify your thoughts, prepare for difficult conversations and identify your stressors. It enables you to reframe stressful events and transform them into manageable challenges rather than insurmountable threats. By creating mental space to assess challenges calmly, you can adopt healthy coping strategies(Bucknell et al. 2024).
- Improved Resilience: by reflecting on past experiences you can understand them better, learn from them and prepare for future challenges. This can also help you develop greater control over your emotional reactions and improve your ability to remain composed under pressure (Crane et al. 2019).
- Improved Individual Learning and Performance: through analysing your decisions, identifying blind spots and integrating lessons into future actions you develop and grow as a person. Leaders who practice self-reflection show higher levels of confidence and improved leadership effectiveness (Siebert, 1999).
- Enhanced Organisational Learning and Performance: when leaders adopt reflective practices they influence the broader organisational culture, improving collective learning and performance. Knowledge sharing takes place as teams are encouraged to reflect on successes and challenges. This practice also ensures that systemic inefficiencies are identified, solutions are implemented and teams are aligned with organisational goals (Argyris & Schon, 1978).
With so many positive benefits and a compelling body of research to back it up, it is difficult to understand how the practice of reflective thinking isn’t getting the support or attention it deserves. One reason may be that engaging in the process of reflective thinking can backfire. It can lead to rumination (pervasive negative thinking) which can interfere with our ability to focus on our work (Baranik et al. 2017), or speak up about our ideas (Madrid et al. 2015). Additionally it can be weaponised and used to persecute individuals in a team environment.
That said, any tool used incorrectly can be put to harm, which in itself isn’t an argument to avoid using it (if that was the case there would be no kettles in houses and cars on the road). Therefore, what is important, is having a framework that provides guardrails, and applying some positive and protective ground rules for yourself and others engaging in the process.
One well researched and used approach is the AAR (After Action Review). A practice used for decades by the military, it has been adopted by business and can be used by individuals as well.
The AAR can be implemented as a regular reflective tool enabling you and/or your team to reflect on projects, processes, incidents, successes and failures. Whilst there are variations of the approach, there are typically four questions to respond to. What is important from my perspective is the intention behind these questions. The intention is to learn and grow, not to blame and shame.
- What was expected to happen?
- What actually happened?
- What went well and why?
- What can be improved on and how?
The reflective process can be implemented formally or informally, individually or with a team.
KEY TAKEAWAYS
Reduces Stress and Builds Resilience
Reflective thinking helps you process emotions, identify stressors, and reframe challenges into manageable tasks. This practice reduces stress (Luthans et al., 2006) and strengthens resilience by fostering emotional regulation and preparing you to handle future challenges (Crane et al., 2019).
Enhances Personal Growth
By analysing past decisions and identifying blind spots, reflective thinking enables you to integrate lessons into future actions, improving personal growth and leadership effectiveness (Seibert, 1999; Ellis et al., 2006). Leaders who engage in consistent reflection demonstrate higher confidence and decision-making capability.
Improves Organisational Performance
Reflective leaders foster a culture of collective learning by encouraging teams to reflect on successes and challenges. This approach drives knowledge sharing, identifies inefficiencies, and aligns teams with organisational goals (Argyris & Schon, 1978; Garvin et al., 2008).
Benefits from Structure
While reflective thinking can backfire if it leads to rumination (Baranik et al., 2017) or misuse within teams, applying structured frameworks like the After Action Review (AAR) reduces these risks when conducted with the right intent. The AAR provides guardrails for reflection through four simple, growth-focused questions, ensuring the process remains constructive and productive.
By prioritising reflection despite busy schedules, you can unlock significant personal and organisational benefits, fostering growth, resilience, and performance.
ACADEMIC REFERENCES
- Falon, S. L., Karin, E., Boga, D., Gucciardi, D. F., Griffin, B., & Crane, M. F. (2021). A clustered-randomized controlled trial of a self-reflection resilience-strengthening intervention and novel mediators.Journal of Occupational Health Psychology, 26(1), 1–19.
- Seibert, K. W. (1999). Reflection-in-action: Tools for cultivating on-the-job learning conditions.Organizational Dynamics, 27(3), 54-65.
- Ellis, R. A., Goodyear, P., O’Hara, A., & Prosser, M. (2007). The university student experience of face-to-face and online discussions: coherence, reflection and meaning. ALT-J, 15(1), 83–97.
- Kross, E., Ong, M., & Ayduk, O. (2023). Self-reflection at work: Why it matters and how to harness its potential and avoid its pitfalls. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 441-464.
- Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization?. Harvard business review, 86(3), 109.
- Bucknell, K. J., Kangas, M., Karin, E., & Crane, M. F. (2024). A randomized controlled trial comparing the effects of self‐reflective writing focused on successful and unsuccessful coping experiences on resilience.Stress and Health, 40(2), e3311.
- Crane, M. F., Searle, B. J., Kangas, M., & Nwiran, Y. (2019). How resilience is strengthened by exposure to stressors: The systematic self-reflection model of resilience strengthening.Anxiety, Stress, & Coping, 32(1), 1-17.
- Argyris, C and DA Schon (1978). Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley.
- Baranik, L., Wang, M., Gong, Y. & Shi J. (2017). Customer Mistreatment, Employee Health, and Job Performance: Cognitive Rumination and Social Sharing as Mediating Mechanisms. Journal of Management, 43(4), 1261-1282
- Madrid, H. P., Patterson, M. G., & Leiva, P. I. (2015). Negative core affect and employee silence: How differences in activation, cognitive rumination, and problem-solving demands matter.The Journal of applied psychology, 100(6), 1887–1898.
- Luthans F, Avey JB, Avolio BJ, Norman S, Combs G. (2006). Psychological capital development: Toward a micro-intervention. Journal of Organizational Behavior, 27, 387–39
