I often find myself processing the week and trying to narrow down exactly what problem I should reflect on, or what struggle my team had or what specifically went wrong but I have come to realize the challenges we reflect on are not necessarily problems but merely the way we deal with different situations. The reflection process as a way of learning is now becoming clear to me. Reflection on the challenges and how we dealt with them through this semester has showed me, the importance of taken a step back to prepare better for future situations which may arise (Daudelin, 1996).
Articulation of the problem - Our decisions have often been made on a whim a couple of hours before the rollover, this is not to say we have not been doing extensive calculations because we have, it just makes we question whether we have been doing the right calculations. It is easy to blame our industry in times of struggle and then congratulate the team on triumphs but who is really responsible. The lack of accountability is something we often lack in a team environment. To articulate the problem, with all these challenges it seems that a top heavy team has been the result of many of many challenges.
Through analysis of the problem I have seen that in a very top heavy team were most people are used to being leaders, members of my team had to learn to become followers. Trouble with this comes that not very body wants to be a follower. When making decisions we are all open to each to others opinions which is great but still the decision making process very timely. As most of our decisions are made as a team, it seems the roles we are actually responsible for do not mean much which brings in that whole idea of lack of accountability. From last week I learnt the importance of heading the voice within, in such a team it important to be not only heard but listened to. We are playing as managers in a business simulation but the extent to which we are simulating a real business is questionable.
Tentative theory to explain the problem -a very top heavy team. Coming from a team where we want dominance, our decisions are often made at the expense of other teams though it seems a common trend in our industry – undercutting each other, or teams with extremely high advertising. However we have now learn that we need to work together for our mutual benefit within the industry. Being careful of colluding we made some very drastic moves last rollover in purchasing a team which already owned a team to make what Peter has referred to as a mega firm. Initially it backfired dropping our SHV to an all-time low but this week, we focused on increasing our SHV through increasing the SHV of others at the same time and needless to say this paid off.
From this I have learnt the need to be aware of not only the actions of our self and our team but also those who our actions will affect in the long run. This week’s readings on being the person you want to be was particularly relevant and I felt it really resonated with my university experience. I felt it really challenged me and the person I want to be vs. the person I am. I am questioned as to how I will measure the success in my life (Christensen, 2010). Potential actionable outcomes in a top heavy team means that continuously focusing on helping others develop will enable us to learn and thus develop. We need to work on creating an environment where everyone can be heard, listened and be appreciated to make the most out of this experience. As we approach our final rollover, I will try my hardest to foster this environment so we can not only succeed as a team but as an industry.
Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46-51
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48