Imagine participating in a running competition where you were not given the exact clear course for you to run, but instead you were just told that by the end of the race, you need to have completed 10km. How you get there is dependent on you and which path you chose to carve out for yourself. This results in a great deal of ambiguity and uncertainty of whether you win at the end of the race, or will you lose because you took a long and winding path with mountains and valleys. Well, I have never participated in such an event, and do not ever plan on doing so, however, MGMT300 feels that way so far. It seems as though we have been given an end goal, however, how we get to that end goal will be determined by how efficiently and effectively we work. This is applicable at both at the individual level and at a team level. Getting through this course is like being given a cubic-shaped bolder and asked to push it to the end of the 100m line. How you get to the end the end of the line will be determined by your technique. Some people are strong, so they will muscle their way to the end of the line (just as how some people have tenacity and will muscle their way to the end of MGMT300), some people will give up and claim that it is a fool’s errand (those people who have dropped the course) and some will change the shape of the bolder and make it into a circle so that its easier to manage (which is what my team and I have done by laying out a partnership agreement regarding our work ethic when it comes to this course). We want to work smart, not hard.
So, being the stubborn individual that I am, I refused to be challenged by MGMT300, so I decided to stick it out, at least till my group members and I were introduced. From the very moment I met my group, I knew we would be very compatible in so many ways including our skills and work ethic. Our group has graduated from being just a group, to becoming a team, as already we have identified that we have complementary roles that will help us through Mikesbikes, also, we are committed to a common purpose and performance goals (achieving personal growth, while helping each other along the way). Katzenbach (1992) states that teams are essential organizational units achieving performance results as well as accelerating personal growth. Our team statement also states something along those lines of achieving personal growth. That is what we are looking forward to by the end of this course.
Behavioral change occurs more readily in teams. Their collective commitment keeps members from being as threatened by change as individuals left to fend for themselves. I find this to be very true, especially when it comes to this course. Before our groups were assembled, I felt like I had to do things on my own and find my own path, however, after meeting and discussing in our small group, about the course, I started to feel safe as I felt like I wasn’t alone in the struggle. Reflecting on it now, I think that my team members helped me solidify my choice to tough it out in this course. So far so good….let’s hope it remains this way.
Katzenbach, J. R. & Smith, D. K. (1992). Why teams matter. McKinsey Quarterly, (3), 3--27