1.6 Explore models of reflection and the importance of reflective practice in improving own and team’s performance

This guide will help you answer 1.6 Explore models of reflection and the importance of reflective practice in improving own and team’s performance.

Reflective practice means thinking about your work, what went well, what could improve, and what you learned. It is a regular process for care workers and managers. It helps people recognise strengths, improve weaknesses, and plan better care.

Using structured models of reflection gives focus. It guides you through different stages of thinking. This guide covers popular reflection models and why reflective practice helps both you and your team to improve.

Models of Reflection

There are many ways to structure reflective thinking. Below are three well-known models, widely used in adult care and leadership roles.

Gibbs’ Reflective Cycle

Graham Gibbs developed this model in 1988. It is widely used because it offers clear steps and guidance.

Gibbs’ cycle has six stages:

1. Description – What happened?
2. Feelings – What were you thinking and feeling?
3. Evaluation – What was good and bad about the experience?
4. Analysis – What sense can you make of the situation?
5. Conclusion – What else could you have done?
6. Action Plan – If it happened again, what would you do?

You use each stage to break down the situation. This helps you look at what shaped what happened, and how your actions and emotions played a part.

Example Use

After a medication error occurs, a manager uses Gibbs’ cycle to review the incident, understand what went wrong, support learning, and put in place actions to avoid repeat errors.

Kolb’s Experiential Learning Cycle

David Kolb presented his cycle in 1984. It focuses on learning from experience.

This model has four stages:

1. Concrete Experience – Doing or having an experience.
2. Reflective Observation – Reviewing or reflecting on the experience.
3. Abstract Conceptualisation – Learning from the experience and thinking about what happened.
4. Active Experimentation – Trying out what you learned to improve practice.

It is a continuous process. After each new experience, you reflect, learn, and act, then start again.

Example Use

A senior care worker tries a new way to communicate with service users living with dementia. After the shift, they reflect on what worked. They decide to adapt their approach and test a new technique next time.

Driscoll’s Model – “What?” “So What?” “Now What?”

This is a simple structure, especially useful for busy workers or for use in supervision sessions.

• What? – What happened? What facts are relevant?
• So What? – Why does it matter? What are the key points and lessons?
• Now What? – What action will you take as a result?

Example Use

If a team meeting becomes tense over a policy change, a manager might reflect afterwards:

• What? The team disagreed about a rota decision.
• So what? Staff feel unheard; morale is low.
• Now what? Hold a listening session and improve communication.

Reflective Practice in Improving Own Performance

Reflective practice has many benefits for you as a manager or team leader.

Identifies Strengths and Weaknesses

Thinking about your work helps you notice what you do well. It also highlights areas where you lack confidence or skill. This means you can build on strengths and support your learning needs.

Informs Professional Development

Reflection helps you plan new training or seek advice where you need it. You can focus your learning on real needs, instead of ticking boxes.

Supports Emotional Wellbeing

Caring roles can be demanding. Reflecting on your feelings helps you process tough situations, manage stress, and avoid burnout.

Encourages Accountability

Being honest about what happened, why, and what you could change helps you take personal responsibility for your actions as a leader. This supports ethical practice and improves trust.

Improves Decision Making

By reviewing past decisions—good and bad—you make better choices in the future.

Reflective Practice in Improving Team Performance

As a leader or manager, building a reflective team culture has several clear advantages.

Shared Learning

When staff reflect together—formally in meetings, or informally on shift—they share tips, avoid repeating mistakes, and raise the quality of work across the board.

Encourages Openness

A service built on reflection feels safer. Staff can admit mistakes, discuss worries and look for solutions without fear of blame.

Identifies Training Needs

By discussing experiences as a team, gaps in knowledge or confidence come to light. Training plans can then target actual needs.

Improves Communication

Reflection improves communication between workers. It supports understanding of how actions, words, or team dynamics affect outcomes.

Promotes Continuous Improvement

A team that reflects together is always looking for ways to work better. This creates a culture of progress and high standards, benefiting service users as well as staff.

Ways to Support Reflective Practice in Teams

Here are practical ways managers can make reflective practice part of daily work:

• Use team meetings to talk about recent situations, both positive and areas for growth.
• Build reflection into supervision and appraisals.
• Encourage staff to write brief reflective notes after incidents or key experiences.
• Provide simple reflection templates, such as Gibbs, Driscoll, or Kolb.
• Create a supportive environment where people feel safe to share openly.

Barriers to Reflection

It is important to be aware that not everyone finds reflection easy.

Common barriers include:

• Lack of time
• Fear of blame
• Not knowing how to reflect
• Lack of confidence
• Feeling their views will not be valued

Managers can overcome these with clear guidance, a no-blame approach, and by modelling reflective practice themselves.

Final Thoughts

Using models of reflection helps structure thinking about experience. This approach improves both individual and team performance. Reflective practice supports personal growth, encourages learning from mistakes, boosts morale, and helps leaders and staff adapt to change. By building reflective activities into daily routines, managers set the foundation for a learning culture and outstanding care.