Wiki contents


2019 Learning journals
2018 Learning journals
2015 Learning journals
2014 Learning journals
2013 Learning journals

Smartsims Support Centre

Blog updates

Recently Updated

Recent updates

Recently Updated

All updates

Skip to end of metadata
Go to start of metadata

A few weeks ago my team took-over a company. When we initially meet them they were naturally disappointed that they had been taken over, but seemed very cooperative and open to a mutually-beneficial relationship. However when we meet with them on Wednesday I could sense a lot of hostility that was not present when we first meet them after the takeover. While I understood their frustrations of no longer having full autonomy, none of our actions towards them indicated that we were distrustful. We had always been open about our Long term plan and our desire to grow their company and therefore I could not understand where this had come from. I realized that on top of all of our other problems this week, we would need to come up with a way of showing our subsidiary that we have their best interests at heart so that we could mend our some-what dysfunctional inter-team dynamics.

Maybe they believed that we were going to sell them as soon as they started lifting themselves off the ground and making a big profit? I don’t see how they would still believe this after we told them that it was in the best interests of both teams to not do so, and that it would reflect badly on us if we were to sell. In Christensen (2010), Frederick Herzberg is mentioned as he believes that the most powerful motivator in our lives is the opportunity to learn and grow in responsibilities, contribute to others and be recognized for achievements. Perhaps this is where my team went wrong? I think that we did a poor job of motivating them as we didn't convince them that they would still be able to grow and achieve their potential under us.
Over the course of the semester my team has learnt that it is not enough just to ‘trust’ in our judgments when making decisions, but that we must also have sound logic behind our choices.  This got me thinking that perhaps this is why there was a level of skepticism when it came to the open distrust of our subsidiary company. It makes sense that they would need concrete evidence of our commitment to them in order to trust us. Christensen (2010) talks about using culture as a management tool which is what we subconsciously did when we met up with our acquired team on Thursday. We tried a new approach which I believed worked much better: instead of telling them that they could trust us, we showed them. We showed them that our goals weren't too different from there’s by passing on advice and showing them what our plans were so that they could see that we have no intentions of doing anything that would be harmful to them and their SHV. Hopefully when we meet with them this week we will be able to tell whether or not our new approach has worked!



Reference: Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46-51.


  1. You have shown your ability to reach the higher levels of Bloom's taxonomy by seamlessly mixing experiences and theories together this week. You also make a solid attempt to follow Daudelin's structure for reflection because you clearly mention a problem (sudden unexpected hostility), suggest solutions from theory (manage the culture with concrete evidence) and you have already taken action and plan to continue doing so. You could improve the way you follow this process by expanding more on the problem - maybe your intention was to do so by adding that growth and learning is a strong motivator but that sounded by another solution of sorts. The easiest way to expand is to question your underlying assumptions of stating the problem in the first place and do a bit of personal questioning before turning to the readings for advice. Like...

    For me - probably not you but.... Maybe my personal lack of people-skills is responsible (and then go on to think about where that lack has come from)

    OR go into  why a lack of autonomy may be frustrating for them : just dive into exploring some of the statements you make in greater detail

  2. Given your experiences, I am left wondering what you (rather than the team) would do differently if you were facing this situation again? How might you have played a bigger part in this and gotten a better outcome?