This paper presents a theory of how individuals compose their reflected best self-portraits, which we define as a changing self-knowledge structure about who one is at one's best. By weaving together micro-level theories of personal change and macro-level theories of human resource development, our theory reveals an important means by which work organizations affect people's capacity to realize their potential. We posit that people compose their reflected best self-portraits through social experiences that draw upon intrapsychic and interpersonal resources. In particular, we propose that people periodically experience jolts that enable them to increase the clarity or change the content of their reflected best self-portrait. Jolts, when accompanied by socially embedded resources such as positive affect, positive relationships, and personal agency enable personal transformation by (1) expanding the constellation of possible selves, (2) enhancing personal expressiveness and (3) facilitating social architecting. These changes, in turn, propel individuals along a pathway of becoming extraordinary.
