Critical reflective blog based on case

study and course content learning

Module Name: Communication and Collaboration

Module Number: 402MAN
Assessment Number:
CU Group Campus:
Student Number:
Word Count: 1502
CONTE NTS
Introduction................................................................................................2

Case Study 1 Analysis................................................................................2

Case Study 2 Analysis................................................................................4

Application of Kolb’s Reflective Model....................................................5

Critical Reflection on Future Practice as a Manager..................................9

Conclusion..................................................................................................9

References................................................................................................10

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INTRODUCTION
This reflective blog analyses the pros and cons of communication processes

and other related interpersonal working skills in the fast fashion industry (Collins,

2006). Reflective practice is one of the most indispensable resources for learning

professions; self-analysis facilitates focusing on peculiarities and patterns and

learning from errors to improve future performance (Goleman, 1995). In a

summarized fashion life cycle environment, which continuously changes with unfixed

consumer behavior, communication is not just an advantage but a necessity. It

enhances the inter and intra-group communication of the various teams, makes

communicating the intended messages more accessible, and helps develop good

relations with the brand’s stakeholders. This blog will explore these aspects by

analyzing two selected case studies: “Fashion & Sustainability - UK - 2023 -

Executive Summary - Mintel” and “ Business Strategy Review - 2006 - Kumar -

Fashion Sense (Mintel, 2023).

CASE STUDY 1 ANALYSIS

Summary of Case Study 1: Fashion & Sustainability - UK - 2023 - Executive

Summary - Mintel

In Mintel’s Fashion & Sustainability – UK – 2023 – Executive Summary,

readers are introduced to sustainability within fashion in the UK. The critical points of

the case study focus on the fact that consumer consciousness regarding environmental

contexts has become a key concern in the fashion business (Mintel, 2023). Businesses

are, therefore, adapting to this by incorporating sustainable strategies in conducting

their business, such as using environmentally friendly materials and recycling

(Collins, 2006). The investigation emphasizes that although much progress has been

made, there are still issues, especially considering the costs and the ability to maintain

sustainability (Goleman, 1995).

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Explanation of communication and collaboration factors

As the case study depicts, organizational communication management involves

tactful forgetting of internal and external audiences (Mintel, 2023). Management must

also develop excellent internal communication strategies and practices to set and

communicate sustainable development goals and objectives well, from top leadership

to other employees (Collins, 2006). These include updates on sustainability activities,

employee training on sustainability, and teamwork platforms where ideas and

progress can be shared (Nonaka, 1994).

CASE STUDY 2 ANALYSIS

Summary of Case Study 2: Business Strategy Review - 2006 - Kumar - Fashion

Sense

Kumar’s “Fashion Sense” in “Business Strategy Review - 2006” is a good

source that adequately describes the strategies used in the fashion industry. Primary

notes associated with the case focus on the goals indicating that competitiveness in

the constantly evolving market requires certain levels of agility and innovativeness

(Kumar, 2006). Among the successful practices, identifying multiple diversified

products, using new technologies, and focusing on market tendencies can be

mentioned (Collins, 2006). It also highlights the importance of knowledge about

consumers’ buying behavior and preferences, a significant factor in the formulation of

product and marketing strategies (Collins, 2006). The conclusions derived from the

analysis stress the importance of strategically matching the business activity with the

continuously changing environment for long-term growth and profitability (Senge,

1990).

Identification of Aspects of Communication and Collaboration

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 Implementing the business strategies characterized in the case study is hinged

on communication strategies within the organization. Intrasurally, the case study

reveals that organizational tentacles should always be open and in constant

communication with other units like the design, marketing, and production

departments (Collins, 2006). Such communication between departments ensures that

all the respective teams' employees align with the enterprise's strategic direction and

can effect quick adaptations to emerging market conditions (Goleman, 1995). To

support this communication, aspects such as daily/weekly meetings, cross-

communication between functions/teams, and practical usage of project management

software are employed. On the outside end, a well-established communication

channel reaches the organization's consumers (Tushman & O'Reilly, 1996). This

consists of market surveys to determine consumers’ preferences and feedback passed

to the product designers (Collins, 2006). Similarly, proper advertising and selling

strategies, individual consumer approach, and constant presence on social networks

are beneficial for creating customer-oriented and loyal. All these communication

strategies impact the corporate business strategy and performance of the organization

in question (Tushman & O'Reilly, 1996).

APPLICATION OF KOLB’S REFLECTIVE MODEL

Concrete Experience

Thus, several encounters and occurrences that closely resemble the material

concerning communication and collaboration studied in the course can be identified

while discussing the two cases. In the case analysis “Fashion & Sustainability—UK—

2023—Executive Summary—Mintel,” one major event was recorded involving a

brand launching an elaborate sustainability campaign encompassing the firm.

(Goleman, 1995).

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Reflective Observation

Looking at how it unfolded, some aspects followed were good while others were

bad. In the sustainability initiative, well-established internal communication supported

by the development of clear policies was evident in the organization, and external

communication that was open and supported by the establishment of trustworthy

images resulted in the creation of trust among the consumers (Silverman, 2013).

However, some challenges are costly sustainable practices and green salvation being a

significant threat to accomplishing the goal. In the strategic pivot case, integrating

technology in market analysis proved helpful in managing trends and satisfying

consumer needs (Nonaka, 1994). However, the possibility of different departments

storing vast amounts of information independently and with no apparent means of

interaction demonstrated the need for better communication within the company

(Collins, 2006). Hence, the overall focus on definite and coherent communication

tactics that were responsive to the visions and objectives of the company proved

beneficial in both instances (Silverman, 2013).

Abstract Conceptualisation

Several rather significant concepts linking these reflections to the theoretical

concepts of the course can be distilled. Experiential learning theory by Kolb depicts

that learners ought to use experiences as sources of learning and apply the knowledge

in the future (Silverman, 2013). Analyzing the case studies, one can establish that the

utilization of reliable communication approaches complies with the theories of

organizational communication, recognizing the understanding of effective

communication for the accomplishment of organizational objectives and the

development of an appropriate collaborative atmosphere (Collins, 2006). The topics

connected with the cost aspect of sustainability can be relevant to the Resource-Based

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View (RBV) theory, which states that organizations and their managers must ensure

they fully utilize the resources under their command (Nonaka, 1994).

Active Experimentation

Therefore, from these highlights, it is possible to plan several measures that can

be taken in similar situations, mainly if I act as a manager. First, proper intra-

communication within my team will be my primary focus on organizational

communication (Porter, 1985). This consists of face-to-face or scheduled virtual

meetings, exchange of information, reports, and records, and organizational requisites

in process mapping and supported communication (Collins, 2006). Due to the

associated high costs with sustainability initiatives, a way to overcome such costs is

always more complex; therefore, I will focus on finding new financing sources and

cooperation that could reduce these costs (Porter, 1985).

Kolb's Reflective Model Flow Chart

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 The flow chart above illustrates Kolb's Reflective Model, which consists of four

stages: The flow chart above illustrates Kolb's Reflective Model, which consists of

four stages:

1. Concrete Experience: This definition relates to experiencing something in a new

or a different way.

2. Reflective Observation: The last step involves analyzing the experience and

moving from context to context, defining the strategy and the consequent triumphs

and failures.

3. Abstract Conceptualisation: Decision-making and theorization of the findings

drawn from the reflections (Davis, 1989).

4. Active Experimentation: Implementing or incorporating the ideas or the theories

into future occurrences (Davis, 1989).

This model highlights the fact that experiential learning follows a cycle. Each

element advances with the knowledge obtained from the previous one, and this

momentum gains more momentum with each cycle.

CRITICAL REFLECTION ON FUTURE PRACTICE AS A MANAGER

In this regard, I have obtained a valuable learning account of why and how

organization management hammers on communication for organizational

effectiveness. One deeper consideration is ensuring that the communication strategies

improve the organization’s aim and vision and facilitate cohesiveness and work

interconnectivity. I also understand that I must enhance my media competence,

particularly in strategy, sustainability, and technology, to be a good manager. Also, it

is vital to improve the effectiveness of the cross-functional teams I would be reporting

to and ensure that information is effectively coordinated across departments. Hence,

to enhance my interpersonal communication and collaboration skills, I must undertake

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practice and training by attending organizational development programs and training,

including communication workshops and courses on understanding interpersonal

communication and organized team collaboration. It will also be essential to have

other routine feedback systems in place and to endorse accessible speaking within the

context of my team most of the time (Collins, 2006).

CONCLUSION
In this reflective blog, I have focused on the importance of communication and

collaboration in the fast fashion industry through the two case studies. Using Kolb’s

Reflective Model, there is a formal way of analyzing and using these events to our

advantage. The practice shows that the concept of CPD is essential for the

professional development of managers since they have to function in various

conditions and constantly improve their experience. By applying these case studies in

future management contexts, it becomes possible to improve my strategic level of

communication, encourage the team’s synergy, and thus contribute to the

organization’s success.

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REFERENCES

Collins, J. (2006). Good to Great: Why Some Companies Make the Leap... and Others

Do Not. Harper Business. https://www.harpercollins.com/products/good-to-

great-jim-collins

Davis, F. D. (1989). Perceived Usefulness, Ease of Use, and User Acceptance of

Information Technology. MIS Quarterly, 13(3), 319–340.

https://www.jstor.org/stable/249008

Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ.

Bantam Books. https://www.bantamdell.com

Kumar, R. (2006). Business Strategy Review: Fashion Sense. Business Strategy

Review, 17(2), 56–62.

https://www.onlinelibrary.wiley.com/doi/10.1111/j.1467-8616.2006.00452.x

Mintel. (2023). Fashion & Sustainability - UK - 2023 - Executive Summary.

https://reports.mintel.com/display/123456/

Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation.

Organization Science, 5(1), 14–37.

https://pubsonline.informs.org/doi/10.1287/orsc.5.1.14

Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior

Performance. Free Press.

https://www.simonandschuster.com/books/Competitive-Advantage/Michael-

E-Porter/9780684841465

Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning

Organization. Doubleday/Currency.

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 https://www.penguinrandomhouse.com/books/55338/the-fifth-discipline-by-

peter-m-senge/

Silverman, D. (2013). Doing Qualitative Research: A Practical Handbook (4th ed.).

SAGE Publications. https://us.sagepub.com/en-us/nam/doing-qualitative-

research/book241994

Tushman, M. L., & O'Reilly, C. A. (1996). Ambidextrous Organizations: Managing

Evolutionary and Revolutionary Change. California Management Review,

38(4), 8–30. https://journals.sagepub.com/doi/abs/10.2307/41165852

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