As a team, we collectively decided that a peer review process was necessary for the benefit of the team but also to improve our contribution to the team in areas others thought were needed. This is not to say I did not feel this processes was unnecessary – I have found it helpful, I am simply reflecting on the outcomes of this process. Almost every piece of feedback I received was to stand more confidently in my opinions and let them be heard. As a result this week I have thought a lot about the causes and implications of this piece of feedback and how this may lead to actionable outcomes for the future.
The unresolved problem seems to be my lack of ability to exercise my own control, authority and voice within my team which is something which has only recently occurred to me after it was pointed out to me. Our groups performance has had few problems to date, which may be a contributing factor to problem at hand.
So, how can I address this?
I feel that as a team we need to learn to foster a developing culture within our group so that we utilise the opportunities which already exist (Davies & Easterby-Smith, 1984). If we worked to operate constructively rather than with the impression that, time is running out (due to our planned single meeting each week) and therefore we need to make fast decisions perhaps then we can work more effectively. Amongst the successes of the group, I feel as though the incremental challenges each week through decision disagreements and our groups in ability to deal with them may hinder our overall learning in how to be effective managers and thus our individual development processes. It seems that in group dynamics our management style consists of placing higher value on action rather than reflection which disregards Daudelin (1996) theory whereby we develop from past events and applying new insights in future decisions.
The works of both Daudelin (1996) and Davies & Easterby-Smith (1984) emphasise the need for creating new insights to foster. Through Daudelin we see we learn by experience and through Davies & Easterby-Smith, we see that we develop through learning which can be done through uncertainty and new situations. Therefore, as an individual I need to learn to place myself in situations whereby I challenge existing procedures to let myself, my ideas and thoughts be heard rather than conforming.
Through experiencing this uncertainty I shall have the ability to develop. We are exposed to many sources of insight where mentors are available such as our lecturer Peter for the help we desire so perhaps utilizing these sources will provide more opportunities, rather than relying on our own whim and optimism to get us by (Davies & Easterby-Smith, 1984). This insight in itself I feel has been a learning experience. For now I have learnt, I can only hope that in time development of competence will follow.
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48
Davies, J., & Easterby-Smith, M. (1984). Learning and developing from managerial work experiences. Journal of Management Studies, 21(2), 169--182. doi:10.1111/j.1467-6486.1984.tb00230.x