This weeks rollover was unfortunately not the turn around that our company expected to achieve during this rollover. Reading through the readings that were provided this week I am once again astounded at their relevance to our experiences as a team and the results that were produced by our company. Although we are still not in trouble, our results are creating a sense that we simply do not have the capabilities to develop from the point we currently sit at. This may be due to our ambitious nature, and the two week break between our rollovers. Our ambitions during this rollover were far to grand, and in hindsight we were never going to achieve them, but the allure of higher cash and profit alongside the potential growth of our shareholder value made us forget to truly place the correct reasoning behind the decisions that we were producing (Argyris, 1991). It has thrown my team for a curve ball and to continue I believe that we have to look critically at the decisions we made, and which ones were simply not a realistic opportunity. In my opinion it was our desire to meet the same demand as our higher performing competitors, but realistically we should of maintained our position and steadily increased our production and product line as this would have maintained our steady and slow progression. Therefore, for this coming rollover we have to simply shake it out, take a long look at what our decisions were and how we can possibly change things around in the amount of time we have left.
I also enjoyed these readings because they focus on how you should reflect upon yourself and identify where you were wrong and how you can change your reasoning (Argyris, 1991). It therefore, becomes the organisations duty to allow open and clear communication between teams in order for them to grow and fix societal issues rather then continuing what they are doing or deflecting the mistakes or issues onto other members of the team, or those that they are competing against (Synnott, 2013). This week is going to be a struggle for our team, but these process that are becoming an increasingly dominant factor through 'double looping' demonstrates the importance of setting goals, and if things go wrong discussing it with your team members. This is a critical step that I believe my team needs to go through, because the mistakes we made were simple ones, which in hindsight is easy, but I admit our ambition and boost from our last rollover made us over estimate, which means this week will primarily be damage control, which reflects how we are going to learn from our mistakes and place goals to develop our strategy (Synnott, 2013; and Argyris, 1991). Our group simply lost sight of the goals that we continuously set at the end of each previous rollover, and this rollover we simply forgot with our only aim to meet and compete directly with our main competitors. It was a theory that was flawed from the get go, but from our perceptions at the time on our drive for success and ambition have hindered our results and has made us less ambitious and more likely to be conservative in order to recoup our losses and to create a sense of social learning within our group to understand our mistakes and learn from them (Synnott, 2013).
Admittedly this weeks rollover feels like a blow to our teams self-esteem, but I believe that through careful analysis and a review of our actions that we will be able to reconvene and take the corrective action that our business requires of us. We just need to take control of what we have to do, make the decisions that will put us back into a sustainable business and simply Shake It Out.
Argyris, C. (1991). Teaching smart people how to learn. Reflections, 4(2), 4--15
Synnott, M. (2013). Reflection and double loop learning: The case of HS2. Teaching Public Administration, 31(1), 124--134. doi:10.1177/0144739413479950