Chapter 2:

FUNDAMENTALS OF PROFESSIONALISM AND PROFESSIONAL DEVELOPMENT

COURSE LEARNING OUTCOME (CLO)

At the end of the course, the students can:

1. Discuss the fundamental concepts of ethics and professional development.

INTENDED LEARNING OUTCOMES (ILOs)

At the end of the lesson, the students can:

1. Discuss the meaning of professionalism and professional development (CLO #1);

2. Characterize the different ways to display professionalism (CLO #1); and
3. Analyze a hospitality case study showing skills in problem solving, decision
making, handling complaints, collaborative learning, teamwork and critical thinking
(CLO #1).

INTRODUCTION

Linda Evans defines professional development as the ‘process whereby people’s

professionalism and/or professionality may be considered to be enhanced. Professional
development refers to the process of identifying goals and learning new skills to help
you grow and succeed at work. Professional development may lead to a promotion or
change in job, or simply to doing better in a current position. Wherever it leads you,
professional development includes these elements: creating a vision of success,
knowledge of the skills required to succeed, formal or informal assessments, and an
individual development plan.
On the other hand, professionalism which is a powerful quality that can allow you
to fulfill your role to the best of your ability. It helps you to impress and inspire others. It
also gives you a deep sense of satisfaction and self-worth. What's more,
professionalism is something that everyone can aspire to from day one of their career.

PREPARATION

Look at the picture closely. What

can you say about it? How can
you relate it to professionalism?
 PRESENTATION

MEANING OF PROFESSIONALISM AND PROFESSIONAL DEVELOPMENT

Professionalism is the conduct, behavior and attitude of someone in a work or

business environment. A person doesn’t have to work in a specific profession to
demonstrate the important qualities and characteristics of a professional. 
Professionalism leads to workplace success, a strong professional reputation and a
high level of work ethic and excellence.

Professional Development - refers to all training, certification and

education that a worker needs to succeed in his or her career. It's no secret that
different jobs require different skills. Even if a worker currently has the
necessary skills, he or she may need additional skills in the future. Through
professional development, workers can learn these skills to become better,
more efficient workers. While job training is an essential part of professional
development, this concept covers all forms of education and learning that's
intended to help a worker succeed. Other examples of professional
development include college studies, online training programs, industry
certifications, coaching, mentoring and consultation.

WAYS YOU CAN DEVELOP AND PRACTICE PROFESSIONALISM:

1. Be productive - Use your time productively at work.  Focus on your job

responsibilities and avoid getting pulled into social media, web browsing and phone
activity while on the clock.

2. Develop a professional image - Project a professional presence and dress

appropriately for your industry and organization.  A good rule of thumb is to dress in
the position you aspire to have.

3. Take the initiative - Ask for more projects to be given to you or think of assignments
that will meet your organization's goals.  You don’t want to be under-utilized.

4. Maintain effective work habits - Prioritize, plan and manage your assignments and
projects.  Follow up and follow through with your supervisor and team members.

5. Manage your time efficiently - Establish priorities, set goals and create action
plans to meet deadlines.
6. Demonstrate integrity - Be accountable for your work and actions while behaving
ethically at all times.

7. Provide excellence - Produce work and results that reflect a sense of pride and
professionalism, often exceeding expectations.

8. Be a problem-solver - When you run into problems and obstacles take the time to
brainstorm a few solutions and alternatives before you meet with your supervisor.

9. Be resilient - Develop coping skills to manage setbacks and challenges with a

positive and constructive attitude.

10. Communicate effectively - Practice professional on-line, in person and

interpersonal communication skills.

11. Develop self-awareness - Learn to manage your emotions and gain awareness of
your emotional triggers so you can manage your reactions positively and
productively.  Accept and reflect on feedback to assist as you learn and grow.

12. Build relationships - Network with colleagues, customers and clients to build
professional cordial relationships, work on teams and collaborate effectively.

WHAT IS WORK ETHIC?

Work ethic is the ability to maintain proper moral values within the workplace. It
is an attitude that shapes the way an individual performs its job duties with high moral
standards.

Work ethics is known as a transferable or “soft” skill. It is an inherent attitude that

an individual possesses and it allows him to make decisions and perform his duties with
positive moral values that include elements like integrity, responsibility, high quality,
discipline, humility and teamwork.

An individual that possesses a positive work ethics will consider the moral
implications of everything he does and will establish clear boundaries between what he
considers appropriate and what he doesn’t, according to his own values and principles.
Companies should establish and promote a set of organizational values that can be
observed to perform adequate assessments and goals for each individual that connects
somehow with the organization. Since each person has different backgrounds, beliefs
and attitudes towards different subjects, the guidelines must be provided by the
company or institution in order to maintain a desirable work environment. In most cases,
a company’s values are a reflection of its founder’s beliefs and principles

THE IMPORTANCE OF PROFESSIONALISM IN BUSINESS

 Professional workplace behavior is necessary for the long-term success of a
business, whether it's a big corporation or small business. Employee interactions and
relationships with customers are of vital importance to ensure that company goals and
objectives are met. A professional work place attitude and appearance allow
employees to take pride in their work and improve worker performance. Managers
who behave professionally set an appropriate example by encouraging their people to
conduct themselves in a manner that supports company-wide success.

Establishes Appropriate Boundaries

Professionalism in the work place establishes boundaries between what is considered
appropriate office behavior and what is not. While most managers support an
enjoyable and vibrant work environment, limits must be put in place to avoid conflicts
and misunderstandings. Workers who conduct themselves professionally steer clear of
crossing the line with their conversations and other interactions with co-workers,
superiors and clients.

Encourages Personal Improvement

A business environment in which employees dress and operate professionally is more
conducive for success. For example, professional dress codes are understood to
support career development and personal growth in the work place. That's because
workers who dress and act professionally feel better about themselves and are
encouraged to perform better for their clients.

Promote and Maintain Accountability

Companies that interact directly with clients are obligated to provide the best services
possible and present their company in the best possible light. Professionalism counts
when providing written information to clients. Professionally written company reports,
business plans or other correspondence help businesses remain accountable with
their level of service. The impression given in the paperwork submitted is important in
enforcing the right impression about your business.

Establishes Respect for Authority, and Yourself

Professionalism in business establishes respect for authority figures, clients and co-
workers. Maintaining a professional demeanor limits gossip and inappropriate
personal conversations that could be considered disrespectful. Keeping a professional
attitude with clients who behave inappropriately demonstrates the level of respect an
employee has for the customer and the business partnership.

Boosts Respect and Minimizes Conflict

Conflicts are less likely to arise in a professional business environment. Workers who
respect each others' boundaries and conduct themselves professionally rarely have
disagreements that cannot be resolved efficiently. Professionalism in business also
benefits diverse environments in which business people and their clients have several
different perspectives and opinions. Professional behavior helps business people
avoid offending members of different cultures or backgrounds.

CHARACTERISTICS OF PROFESSIONALISM IN THE WORKPLACE

1. A Neat Appearance - Look sharp and organized: Iron your clothes, polish your
shoes, and practice good hygiene and grooming.

2. Proper Demeanor (in Person and Online) - Be polite and well-spoken 100 percent
of the time. Whether you’re speaking with customers, superiors, or co-workers, keep
calm and be tactful, even in tense situations.

3. Reliable
 Get your work done on time.
 Respond to requests promptly and follow-through with promises in timely
fashion.
 Set benchmarks and meet them to demonstrate reliability.

1. Competent
 Express confidence, but not attitude.
 Become an expert in your field: Continue your education, attend seminars, and
attain relevant professional designations. Remain teachable. Knowledge is
power!

 5. Communicator
 Compose your letters and emails to be brief and to the point. Make sure you
have a professional signature and email address.
 Keep your tone polite and formal.

 6. Good Phone Etiquette

 Identify yourself with your full name, company, and title when placing and/or
answering a call.
 Do not dominate the conversation; listen intently and process what the other
person is saying.
 Do not use slang terms and mind your tone of voice.
 Smile while you talk: The caller may not see it, but they can hear it in your voice.

7. Poised - Maintain your composure, even when facing a difficult situation. If a

customer or superior is being belligerent, do not mirror that behavior. Diffuse the
situation with your professional demeanor.
 
8. Ethical – always follow a code of ethics. It is imperative to display ethical behavior at
all times, on or off the clock.

9. Organized
 Keep your area neat and organized for easy execution of tasks.
 Keep an updated appointment book so you don’t forget meetings.
  Carry only the necessary contents for the day in your briefcase.

10. Accountable - Take responsibility for your actions. Own your mistake, work to
resolve it, and fix it as soon as possible. Even better: Learn from your mistakes. Lead by
this example to create trust.

MEANING OF PROBLEM SOLVING SKILL

Problem solving skill refers to our ability to solve problems in an effective and timely

manner without any impediments. It involves being able to identify and define
the problem, generating alternative solutions, evaluating and selecting the best
alternative, and implementing the selected solution.

WHAT ARE PROBLEM-SOLVING SKILLS?

Problem-solving skills help you determine the source of a problem and find an
effective solution. Although problem solving is often identified as its own separate skill,
there are other related skills that contribute to this ability.
Some key problem-solving skills include:

 Active listening
 Analysis
 Research
 Creativity
 Communication
 Dependability
 Decision making
 Team-building

Problem-solving skills are important in every career at every level. As a result,

effective problem solving may also require industry or job-specific technical skills.

HERE ARE A FEW EXAMPLES OF SKILLS YOU MAY USE WHEN SOLVING A
PROBLEM:

Research
Researching is an essential skill related to problem solving. As a problem solver, you
need to be able to identify the cause of the issue and understand it fully. You can begin
to gather more information about a problem by brainstorming with other team members,
consulting more experienced colleagues or acquiring knowledge through online
research or courses.
Analysis
The first step to solving any problem to analyze the situation. Your analytical skills will
help you understand problems and effectively develop solutions. You will also need
analytical skills during research to help distinguish between effective and ineffective
solutions.

Decision-making
Ultimately, you will need to make a decision about how to solve problems that arise. At
times—and with industry experience)—you may be able to make a decision quickly.
Solid research and analytical skills can help those who have less experience in their
field. There may also be times when it is appropriate to take some time to craft a
solution or escalate the issue to someone more capable of solving it.

Communication
When identifying possible solutions, you will need to know how to communicate the
problem to others. You will also need to know what communication channels are the
most appropriate when seeking assistance. Once you find a solution, communicating it
clearly will help reduce any confusion and make implementing a solution easier.

Dependability
Dependability is one of the most important skills for problem-solvers. Solving problems
in a timely manner is essential. Employers highly value individuals they can trust to both
identify and then implement solutions as fast and effectively as possible.

MEANING AND DEFINITIONS OF DECISION MAKING

Decision making is the process of making choices by identifying a decision,

gathering information, and assessing alternative resolutions. Using a step-by-
step decision-making process can help you make more deliberate,
thoughtful decisions by organizing relevant information and defining alternatives.

One of the most important functions of a manager is to take decisions in the

organization. Success or failure of an organization mainly depends upon the quality of
decision that the managers take at all levels. Each managerial decision, whether it is
concerned with planning, organizing, staffing or directing is concerned with the process
of decision-making.

A decision is a course of action which is consciously chosen from among a set

of alternatives to achieve a desired result. It means decision comes in picture when
various alternatives are present. Hence, in organization an execute forms a conclusion
by developing various course of actions in a given situation. It is a made to achieve
goals in the organization. To decide means to cut off on to come to a conclusion. It is
also a mental process. Whether the problem is large or small in the organization, it is
usually the manager who has to comfort it and decide what action to take. So, the
quality of managers’ decisions is the Yardstick of their effectiveness and value to the
organization. This indicates that managers must necessarily develop decision making
skills.

According to D. E. McFarland, “A decision is an act of choice – wherein an

executive forms a conclusion about what must not be done in a given situation. A
decision represents a course of behavior chosen from a number of possible
alternatives”.

According to Haynes and Massie, “a decision is a course of action which is

consciously chosen for achieving a desired result”.

According to R. A. Killian, “A decision in its simplest form is a selection of

alternatives”.

Thus, from above definitions it can be concluded that decision-making is a typical

form of planning. It involves choosing the best alternative among various alternatives in
order to realize certain objectives. This process consists of four interrelated phases,
explorative (searching for decision occasions), speculative (identifying the factors
affecting the decision problem), evaluative (analysis and weighing alternative courses of
action and selective (choice of the best course of action).

CHARACTERISTICS OF DECISION-MAKING:

1. Goal-Oriented:
Decision-making is a goal-oriented process. Decisions are usually made to achieve
some purpose or goal. The intention is to move ‘toward some desired state of affairs’.

2. Alternatives:
A decision should be viewed as ‘a point reached in a stream of action’. It is
characterized by two activities – search and choice. The manager searches for
opportunities, to arrive at decisions and for alternative solutions, so that action may take
place. Choice leads to decision. It is the selection of a course of action needed to solve
a problem. When there is no choice of action, no decision is required. The need for
decision-making arises only when some uncertainty, as to outcome exists.

3. Analytical-Intellectual:
Decision-making is not a purely intellectual process. It has both the intuitive and
deductive logic; it contains conscious and unconscious aspects. Part of it can be
learned, but part of it depends upon the personal characteristics of the decision maker.
Decision-making cannot be completely quantified; nor is it based mainly on reason or
intuition. Many decisions are based on emotions or instincts. Decision implies freedom
to the decision maker regarding the final choice; it is uniquely human and is the product
of deliberation, evaluation and thought.
4. Dynamic Process:
Decision-making is characterized as a process, rather than as, one static entity. It is a
process of using inputs effectively in the solution of selected problems and the creation
of outputs that have utility. Moreover, it is a process concerned with ‘identifying
worthwhile things to do’ in a dynamic setting. A manager for example, may hire people
based on merit regularly and also pick up candidates recommended by an influential
party, at times. Depending on the situational requirements, managers take suitable
decisions using discretion and judgment.

5. Pervasive Function:
Decision-making permeates all management and covers every part of an enterprise. In
fact, whatever a manager does, he does through decision-making only; the end
products of a manager’s work are decisions and actions. Decision-making is the
substance of a manager’s job.

6. Continuous Activity:
The life of a manager is a perpetual choice making activity. He decides things on a
continual and regular basis. It is not a one shot deal.

7. Commitment of Time, Effort and Money:

Decision-making implies commitment of time, effort and money. The commitment may
be for short term or long-term depending on the type of decision (e.g., strategic, tactical
or operating). Once a decision is made, the organisation moves in a specific direction, in
order to achieve the goals.

8. Human and Social Process:

Decision-making is a human and social process involving intellectual abilities, intuition
and judgment. The human as well as social imparts of a decision are usually taken into
account while making the choice from several alternatives. For example, in a labour-
surplus, capital-hungry country like India managers cannot suddenly shut down plants,
lop off divisions and extend the golden handshake to thousands of workers, in the face
of intense competition.

9. Integral Part of Planning:

As Koontz indicated, ‘decision making is the core of planning’. Both are intellectual
processes, demanding discretion and judgment. Both aim at achieving goals. Both are
situational in nature. Both involve choice among alternative courses of action. Both are
based on forecasts and assumptions about future risk and uncertainty.

3. TYPES OF DECISION-MAKING:

The decisions taken by managers at various points of time may be classified

thus:

1. Personal and Organizational Decisions:

Decisions to watch television, to study, or retire early are examples of personal
decisions. Such decisions pertain to managers as individuals. They affect the
organisation, in an indirect way. Personal decisions cannot be delegated and have a
limited impact.

Organisational decisions are made by managers, in their official or formal capacity.

These decisions are aimed at furthering the interests of the organisation and can be
delegated. While trying to deliver value to the organisation, managers are expected to
keep the interests of all stakeholders also in mind—such as employees, customers,
suppliers, the general public etc. they need to take decisions carefully so that all
stakeholders benefit by what they do (Like price the products appropriately, do not
resort to unethical practices, do not sell low quality goods etc.)

2. Individual and Group Decisions:

Individual decisions are taken by a single individual. They are mostly routine decisions.

Advantages and Disadvantages of Group Decision-Making:

Group decisions, on the other hand are decisions taken by a group of individuals
constituted for this purpose (for example, Admission Committee of a College, Board of
Directors in a company). Group decisions, compared to individual decisions, have far
reaching consequences and impact a number of persons and departments. They
require serious discussion, deliberation and debate. The following are the advantages
and disadvantages of group decision making.

Advantages:

i. A group has more information than an individual. Members, drawn from diverse fields,
can provide more information and knowledge about the problem.
ii. A group can generate a greater number of alternatives. It can bring to bear a wider
experience, a greater variety of opinions and more thorough probing of facts than a
single individual.
iii. Participation in group decisions increases acceptance and commitment on the part of
people who now see the solution as their own and acquire a psychological stake in its
success.
iv. People understand the decision better because they saw and heard it devel op; then
paving the way for smooth implementation of the decision.
v. Interaction between individuals with varied viewpoints leads to greater creativity.

Disadvantages:

i. Groups are notorious time-wasters. They may waste a lot of time and energy,
clowning around and getting organized.
ii. Groups create pressures towards conformity; other infirmities, like group think, force
members to compromise on the least common denominator.
iii. Presence of some group members, who are powerful and influential may intimidate
and prevent other members from participating freely. Domination is counter-productive;
it puts a damper on the groups’ best problem solvers.
iv. It may be very costly to secure participation from several individuals in the decision-
making process.
v. The group consists of severed individuals and hence, it is easy to pass the buck and
avoid responsibility.

3. Programmed and Non-Programmed Decisions:

A programmed decision is one that is routine and repetitive. Rules and policies are
established well in advance to solve recurring problems quickly. For example a hospital
establishes a procedure for admitting new patients and this helps everyone to put things
in place quickly and easily even when many patients seek entry into the hospital.
Programmed decisions leave no room for discretion. They have to be followed in a
certain way. They are generally made by lower level personnel following established
rules and procedures.

Non-programmed decisions deal with unique/unusual problems. Such problems crop

up suddenly and there is no established procedure or formula to resolve them. Deciding
whether to take over a sick unit, how to restructure an organisation to improve
efficiency, where to locate a new company warehouse, are examples of non-pro-
grammed decisions.

The common feature in these decisions is that they are novel and non-recurring and
there are no readymade courses of action to resort to. Because, non-programmed
decisions often involve broad, long-range consequences for the organisation, they are
made by higher-level personnel only.

Managers need to be creative when solving the infrequent problem; and such situations
have to be treated de novo each time they occur. Non-programmed decisions are quite
common in such organisations as research and development firms where ‘situations are
poorly structured and decisions being made are non-routine and complex.

HANDLING CUSTOMER COMPLAINTS

A consumer complaint or customer complaint is "an expression of dissatisfaction on

a consumer's behalf to a responsible party". It can also be described in a positive
sense as a report from a consumer providing documentation about a problem with a
product or service. In fact, some modern business consultants urge businesses to view
customer complaints as a gift

Customer complaints are inevitable, no matter how streamlined your business. They
must always be acknowledged and dealt with effectively. By ignoring or dismissing
complaints, you are effectively telling the customer that you don’t value their opinions.
Many business owners see complaint management as a time-consuming and frustrating
process. However, by developing an efficient system, complaints can be resolved
quickly and easily

The ability to effectively handle customer complaints and problems is vital for your
customer service associates. Though providing outstanding service throughout the
selling process is beneficial, customers who do complain and get their problem
effectively solved often develop a strong emotional loyalty to a business. Hiring
service employees with certain abilities and nurturing them is important to company
success.

THE HEAT OF HANDLING COMPLAINTS EFFECTIVELY

HEAR – The first step is to listen to the customer. Hear them out. Don’t interrupt.
Sometimes a customer just wants to vent. Of course, other times they have a real
problem that needs solving. Try to listen for cues about what’s really bugging them. Is it
the problem with their meal or their room – or is it that they are now running late. If the
real problem is time – that takes a different twist to your solution (you gotta solve this
thing fast!).

EMPATHIZE – Empathy is defined as the ability to imagine oneself in another's place

and understand the other's feelings, desires, ideas, and actions. One way to do this
(and teach team members how to do it) is by “naming the emotion”. By that I mean to
use the word to describe to the customer the feeling you hear them expressing to
validate it. “I understand how you feel, I’d be frustrated too.” Or “I completely understand
and if that happened to me, it would make me very upset.” By naming the emotion,
expressing understanding, and placing yourself in the customer’s place – you begin the
process of diffusing the situation.

APOLOGIZE – This is a big one, and easy too. It goes like this: “I’m sorry.” It really is
that easy. Unfortunately, many line level team members tend to take this sort of thing
personally and feel they shouldn’t have to apologize for something “they didn’t do.” My
advice: Get over it. Nobody said it was your fault; we aren’t blaming YOU, so apologize
already. To be more powerful, add a little of what we learned in the previous stage, “I’m
sorry for the inconvenience this has caused you. I’m really very sorry this happened.”

TAKE ACTION – The segue from Apologize to Take Action should be seamless.
The very next sentence out of your mouth should be what you’re going to do about the
customer’s complaint. The customer deserves to know what is going to happen next
and when. Taking the appropriate action can only be done if you really hear the
problem, fully understand the customer’s feelings, and combine it with a sincere
apology.

TEAMWORK AND COLLABORATION

 Teamwork is the collaborative effort of a group to achieve a common goal or to
complete a task in the most effective and efficient way. This concept is seen within the
greater framework of a team, which is a group of interdependent individuals who work
together towards a common goal.

Teamwork seems like a simple concept to implement in your organization. You

discuss tasks that need to be done, who will do them, and you are off and running.
However, the reality is that teamwork skills require work. Collaboration is another hot
topic today - most people assume that collaboration is simply another way of saying
teamwork. But the difference between the two is not just matter of semantics.  

Teamwork is the joint action of people working toward the same end goal. When
people talk about teamwork, they mean more than just completing a task, however: they
mean the work that comes from people working together effectively. The strength of a
team comes from supporting each other, communicating well, and doing your share.
Other characteristics that define a team include similar skills, autonomy, defined roles,
defined leadership, and the resources to meet the joint goal.

A collaborative team is a slightly different version of a traditional team because

its members have differing skill sets. Although the members have varying areas of
expertise, they still share similar goals, resources, and leadership. With their diverse set
of specialized skills, they should be able to problem-solve as a group.

Collaboration is when a group of people come together and contribute their

expertise for the benefit of a shared objective, project, or mission. It’s a photographer
working with a designer to create a cover image, or a technology department regularly
convening with the marketing team to plug away at quarterly goals. In other words,
collaboration is the process of group work. But it’s also a learned skill. How well you
collaborate with others will greatly impact the outcome of the group project.

REASONS WHY COLLABORATION IS IMPORTANT

1. It helps us problem-solve
What do you do when you’re stumped? Say you’ve made a lot of progress on your
project, but you’ve encountered a roadblock which seems to withstand everything you
throw at it. You’re out of ideas, progress has screeched to a grinding halt, and your
deadline is rapidly approaching. Do you give up? No, of course not; you ask for help
or find another perspective. You might schedule a brain-storm/whiteboarding session
with your team or ask a colleague for their take. In short, you collaborate with your team
to solve the problem at hand. When a group of people pool their knowledge, skills, and
expertise, then talk problems out and debate potential solutions, projects that were
stalled will begin to move forward once again.

But collaboration doesn’t have to be a last resort. Collaboration ought to inform the way
your team works—it should be baked in. The more eyes on a given project from the get-
go, the easier it becomes to spot problems (and solve them).
2. Collaboration brings people (and organizations) closer together
If you’re finding that certain teams in your organization rarely interact with each other,
that teams and departments are operating in isolated silos, you might want to try putting
together a mixed-skills team. These are generally ad hoc teams that tackle projects
which require people with diverse skill sets and areas of expertise.

For instance, a mixed-skills team might include a product designer, a user experience
designer, a developer, and a content writer. It’s essentially a new team set up to
collaborate for a period on a shared project. In doing so, you’ve brought together
members from three (or four) different teams, created a common purpose between
them, and set up connections which will serve all of you in the future.

In short, you’ve used collaboration to break down some walls in your organization, and
tighten up connections between departments.

3. Collaboration helps people learn from each other

One of the best things about working collaboratively with people who bring different skill
sets and backgrounds to the table is learning from their experience. Collaborating with
team members or even different teams should be thought of as a learning experience,
and you should try to make the most of it.

This means asking for feedback and opinions, sharing knowledge, finding out how your
collaborators approach their side of the project, and gaining a better sense of how they
work. Learning from colleagues is not just a benefit of collaboration, it’s the first step
towards building a workplace culture centered around learning and development.

Teams that collaborate not only have an opportunity to learn from each other—their
mistakes, successes, failures, workflow, etc.—they’ll also gain an understanding of the
other team’s perspective. You get a chance to hear their side of things: their pain points,
priorities, even the way they think. Which can be extremely valuable as you work
together going forward.

4. It opens up new channels for communication

Working with new people from different areas of your business also opens up channels
that would otherwise remain closed. Finding new ways to communicate and share
information is hugely important to the success of any business, which is why
collaboration should be utilized whenever possible to form bonds between departments.

Creating a more cohesive, open workplace benefits everyone because, according to

David Hassel, “maintaining regular, direct communication with team members, helps
you gain valuable insights into the operations of each department and be able to resolve
issues quickly.” On top of that, it brings everyone a little closer to each other and hones
the overall mission of your organization.
5. Collaboration boosts morale across your organization
As connections are made between teams and departments, people will naturally trust
each other more, which can gradually boost the morale of your entire organization. After
all, organizations aren’t going to be successful if there’s a lack of trust and low morale.
Regularly working together with people outside of your own team or department is one
of the most effective ways to build trust.

This also works in reverse: the higher your company’s morale, the higher the likelihood
that your people will feel comfortable working alongside team members from other
departments. This is also attractive to top performing candidates who are increasingly
looking for more open, engaged workplaces.

6. It leads to higher retention rates

Because collaboration lays the foundation for a more open, connected, and engaged
workplace, it’s appealing to future and current employees—perhaps more-so than
organizations that’re siloed and disconnected. An atmosphere where collaboration is
front and center is important to your people, and it’ll go a long way toward preventing
them from looking for work elsewhere.

Connection matters to people, especially in the workplace. We want to work with people
we trust, who understand and respect our points of view, and who work well with others,
especially those who come from different backgrounds and areas of expertise. Simply
put, working collaboratively makes this possible.

7. Collaboration makes us more efficient workers

Working independently has its advantages. We can focus entirely on one project without
having to factor in how much time we’ll lose if we get distracted, or how to wrangle a
team together in time to meet a short deadline. If the task at hand requires
independence, then by all means, go for it.

But for many types of projects, collaboration is just more efficient. When the project is
complex and demanding, we have to be able to admit to ourselves that we’ll need help.
It’ll have to be a group effort. And that’s where collaboration comes in. It helps us divide
up a heavy workload, find creative solutions to tough problems, and wrap our heads
around the big picture.

An organization that makes collaboration a big part of its culture is bound to normalize
this style of working, thereby creating a more efficient (and more appealing) workplace.

IMPORTANCE AND BENEFITS OF "CRITICAL THINKING SKILLS"

 Critical thinking is the intellectually disciplined process of actively and
skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating
information gathered from, or generated by observation, experience, reflection,
reasoning, or communication, as a guide to belief and action.

Critical Thinking is the ability to analyze the way you think and present
evidence for your ideas, rather than simply accepting your personal reasoning as
sufficient proof. You can gain numerous benefits from mastering critical thinking skills,
such as better control of your own learning and empathy for other points of view.

Critical Thinking is, in short, self-directed, self-disciplined, self-monitored, and

self-corrective thinking. It presupposes assent to rigorous standards of excellence and
mindful command of their use. It entails effective communication and problem solving
abilities and a commitment to overcome our native egocentrism and sociocentrism.

From solving problems in class assignments to facing real world

situations, Critical Thinking is a valuable skill for students to master. Critical
Thinking skills teach a variety of skills that can be applied to any situation in life that
calls for reflection, analysis and planning.

Critical Thinking is a domain-general thinking skill. The ability to think clearly

and rationally is important whatever we choose to do. If you work in education,
research, finance, management or the legal profession, then critical thinking is obviously
important. But critical thinking skills are not restricted to a particular subject area. Being
able to think well and solve problems systematically is an asset for any career.

Critical Thinking is very important in the new knowledge economy. The global

knowledge economy is driven by information and technology. One has to be able to
deal with changes quickly and effectively. The new economy places increasing
demands on flexible intellectual skills, and the ability to analyse information and
integrate diverse sources of knowledge in solving problems. Good critical
thinking promotes such thinking skills, and is very important in the fast-changing
workplace.

Critical Thinking enhances language and presentation skills. Thinking

clearly and systematically can improve the way we express our ideas. In learning how to
analyse the logical structure of texts, critical thinking also improves comprehension
abilities.

Critical Thinking promotes creativity. To come up with a creative solution to a

problem involves not just having new ideas. It must also be the case that the new ideas
being generated are useful and relevant to the task at hand. Critical thinking plays a
crucial role in evaluating new ideas, selecting the best ones and modifying them if
necessary
 Critical Thinking is crucial for self-reflection. In order to live a meaningful life
and to structure our lives accordingly, we need to justify and reflect on our values and
decisions. Critical thinking provides the tools for this process of self-evaluation.

Critical Thinking is something that is valued both in the university setting and in
the professional situations you will find yourselves in after you graduate, and is part of
lifelong learning. Critical Thinking is important in life. It helps you to think creatively
– ‘outside the box’. It keeps you from becoming narrow. Critical Thinking is expected of
you in higher education. It can lead to developing your judgement, evaluation and
problem solving abilities.

A good critical thinker knows how to separate facts from opinions, how to

examine an issue from all sides, how to make rational inferences and how to withhold
personal judgment or biases.

The critical thinker remains calm and knows when he is right. Critical thinkers are

less likely to fall for scams or tricks because they approach everything with a healthy
amount of skepticism. Those who lack critical thinking skills often assume that
everything they hear is true, regardless of the source.

Critical thinkers consider all options before they act. If time is an important factor,
they consider the fastest method of achieving a goal. They may even discover a
shortcut. Critical thinkers embody the phrase "work smarter, not harder." They are
masters of efficiency.

A critical thinker has the self-awareness to know the difference between a

rational thought based on careful consideration and an emotional response based on
personal bias. Emotion is the enemy of reason. By understanding your own perspective,
you can also consider the perspective of others and come to a conclusion based on
fact, not feelings.

Many of the highest paying jobs require critical thinking skills, such as generating

effective ideas and making important decisions. Job interviewers often ask applicants
questions that test their ability to think critically. Critical thinking skills may also be a
deciding factor when an employee seeks a promotion. It's easy to let your emotions take
over when making an important decision or arguing for your opinion, especially if you
are personally invested in it. However, "Why Critical Thinking?", a report from York
University, asserts that critical thinking can help you effectively use emotional appeal,
letting your feelings influence, but not control your reasoning.