Reflective Journal: Strengths, Weaknesses And Areas For Development

Reflective practice can be used to reflect on your strengths, weaknesses and areas for development.
Different methods of gathering information and feedback from learning and development are:
 Reflective Journal: A reflective journal is a way of thinking in a very important and investigative way about your work in progress. It shows how different aspects of your work connect.
1. Observation and Analysis
What was I trying to achieve?
Why did I respond/react as I did?
What were the consequences or outcomes for the patient, others and me?
How were the patients feeling?
How do I know how they were feeling?
2. Emotional Response
How did I feel in this situation?
How did I react physically to this situation? (Anxiety, confidence etc)
3. Conflicts
Practitioners often work with people who are vulnerable or who may live a lifestyle that involves different cultures and views as being different. Practitioners are to provide a service that meets the needs of target groups and helps them to feel equal. Practitioners need to be aware of their own personal values, beliefs and attitudes and be prepared to implement the professional values and not inflict own ideas on the clients. Everyone is entitled to their own values, attitudes and beliefs. It is important to accept and respect that other people may well have different attitudes, values and beliefs. We do not have the right to expect that others change their values, attitudes and beliefs just because they are different to others.
It is quite possible that you may face situations at work that either challenge or compromise your own values, attitudes or beliefs when working to support people with a disability. It is not always easy to avoid communicating your beliefs and values to clients, but it is something you need to be very aware of. It can be very easy to influence. Simple things like body language, gestures, the way you say something or even actions, can give a client the impression you agree or disagree with their values or
To make goals specific, they must tell exactly what is expected, why it is important, who’s involved, where is it going to happen and which attributes are important.
 What: What do I want to accomplish?
 Why: Specific reasons, purpose or benefits of accomplishing the goal.
 Who: Who is involved?
 Where: Identify a location.
 Which: Identify requirements and constraints.
Measurable
The thought behind this is that if a goal is not measurable, it is not possible to know whether you are making progress toward the finishing point. Measuring progress is to help stay on track and reach its target dates to reach the required goal.
 How much?
 How many?
 How will I know when it is accomplished?
 What level of frequency is expected?
 What are the quality measures?
 Which stakeholders or service users would be useful in providing feedback?

Attainable/Achievable
The important of goals is that they are realistic and attainable. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach