Taking a step back as time hurtles towards mid-semester break, I am finding myself increasingly taken with MGMT300 with an fun and easy-going team and genuinely interesting readings that really make sense. Now that we are engaged in our fourth week, my largest concern is related to my own ability to clearly communicate what I think is correct as we make our second rollover of NetMike decisions. This has been an ongoing niggling concern for me but is only becoming more pronounced now that we are genuinely making team decisions rather than individual ones.
This has been brought about by my own perception by some of my team member’s reactions where at various times I feel like I am just frustrating them. I think my questions that seek to engage them more in the decision might instead be alienating them from the team processes. I dislike the idea of being that annoying one in the team! I might be that one who isn’t content to go with the others, but throughout my university career I’ve become increasingly convinced that conflict can be fundamental to a well thought-out decision. Unfortunately, I’m probably not doing it as elegantly as I intend to.
If I continue to badly portray my own opinions I am worried that I will (further) offend my team members if they assume that I see no merit in their own opinions. Our own lacking communications with one another might lead to increasing hopelessness of myself or them as they perceive their own opinions to be of lesser value and perhaps demotivated to actively participate in the decision process. In the choice between changing myself and my team members, of course it has to be me: the merits of aiming to be a more coaching manager are well worth exploring (Spreier, Fontaine and Malloy, 2006) Giving more effective feedback and trusting others to make decisions is my next big hurdle. Conflict has its place but I can see that I may be overusing it and being too sceptical about the processes used to reach a particular set of decision entries for any one executive. I realise that second guessing consistently can be a damaging way to handle the decisions. According to Mankins and Steele (2006) dissimilarities in opinion over past decision mistakes and what information to be considering within the decision are a very common issue that can prevent efficient decision making and the which information to base it on aspect is definitely a point of difficulty for us as a team.
Getting on to implementing these flying thoughts, I plan to rethink my responses next week, especially as it’s crucial for us to work together in top form starting from these real decisions. I will channel my inner facilitator and avoid the accidentally argumentative approach. I want decisions to be effectively made not to overwhelm everyone with plans that really don't make a decision (Mankins and Steele, 2006). I hope that my team will forgive me for my discrepancies and we can all embrace the team work!
Mankins, M. C. & Steele, R. (2006). Stop making plans start making decisions. Harvard Business Review, 84(1), 76–84
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok. Harvard Business Review, 84(6), 72--82