I question and wonder myself every time I write my learning journals what’s the point of it. I know that the process of writing the journal is supposed to stimulate our critical thoughts and acknowledging the things that we have learnt during the week. I do find this is relatively difficult since I do not regularly discuss my learning experiences and perspectives. I find learning as if the lecturer tells you what he or she wants to know something about and you understanding and remembering the details of it. I understand this is what most universities emphasizes on, although this paper is rather different and every time I think about what gains I can get out of this paper, I think ‘nothing’.
From my comments on last week’s reflection, my weaknesses were to think critically and the problem of not reflecting specifically about what my issues were and the strategies to overcome these issues. I kind of blamed myself and my team members for the results of the previous rollover, although at the end I think it isn’t useful for blaming on other people and doesn’t really help for our next rollover strategy. I always think to myself ‘mistakes can happen, but it’s what you do next that matters’ and I do believe my team members are thinking the same.
This week I went through on the basic principles of Daudelin’s ‘tools of learning and reflection’ again to refresh my mind the week’s problems and challenges. First, reflecting the four stages of reflection process, I found this week most challenging, bases of other things that I have to do and pressure from work, and our firm’s performance was not that good either. This discouraged me further and I was a bit depressed. Although my team members were positive and seemed alright (as our strategy was a long-term strategy) and they hope we can get out the situation. But the worse happened after Thursday’s rollover and we started to panic. Our firm’s performance once again dramatically fell (like we were practically inefficient on our sales and profit). I think that this was unavoidable as our strategy concentrated on maximizing the different range of product and we did not focused on marketing that well. We just looked at the sales proportion of our bikes and we strategized which bike(s) were selling the most and just increased the production level and price. I thought that this was still ineffective and inefficient to increase our profit and looking at the sales of the competitors, ours were significantly low.
The readings this week emphasizes on the different behaviors of managers and employees, identifying the ways they contribute to the organization’s problems, and then change how they act (Argyris, 1991). From reading this I thought about the relationship between our CEO and me and other members. It maybe just me, but I thought of communicating with the CEO rather hard. We emphasizes that we should start on R & D in our first rollover (but I didn’t want to, but I did not say that to the CEO). I just followed what the CEO wanted to do and I just did it. Argyris (1991) illustrates that ‘when people are genuinely committed to improving their performance and management has changed its structures in order to encourage the right kind of behavior, people still remain locked in defensive reasoning. If they do become aware of it, they blame others’ It may sound I’m blaming the CEO that our performance fell, but I blame myself for not telling my perspective. One of the things that I gained is what Giddens (1991) calls institutional reflexivity ‘where individuals need to be able to ask critical questions of others and of themselves if they are to be effective in fully reaping the potential benefits reflexivity brings about it’. I should ask the CEO for advices but also I should share what I think. In a post-modern society, a knowledge-intensive workplace thrives on the exchange of ideas and experiences in the interest of enhancing the collective pool of knowledge and generating new ideas. For the upcoming rollovers I intend to share my ideas and knowledge to the CEO and other members in hope to overcome our disastrous situation.
Argyris, C. (1991). Teaching smart people how to learn. Reflections, 4(2), 4--15