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This paper started off with the emphasise of team work, team performance and team interactions, I have repeatedly described in my previous journal how much I enjoy working with my team, the great dynamics our team consists of and how I deeply appreciates the support the members provide for each other. Thus this week’s journal will only focus on the idea of team.

 

In this week’s reading it has identified that when the culture of a team do not have mutual agreements “power tools” are put in place for tasks to be completed. In here “power tools” has been defined as: “Coercion, threats and punishments” (Christensen, 2010, p.50) this has been what I’ve been trying to avoid as a CEO all along. Further on in Christensen’s (2010) article he has brought up a very interesting aspect, that culture is established naturally, it is our instinct to follow procedures and take priorities in our work therefore I believe the first gathering of our team has already set the culture of our team.

 

This week in Mikes Bike our SHV has again dropped and as a group we do understand where we’ve gone wrong how the decisions we’ve made affected our SHV however I find myself questioning the way I’ve lead the group this semester, as Christensen (2010) described that if we as parents want our children to become confident and possess quality such as strong self-esteem we would need to design our family culture according to those expectations. I now question the same with my group, have I failed to design our expectation into the group culture therefore we have not reached our target that was desired? I feel like I have failed as a “parent” in this case.

 

What can I do about this issue? I really don’t know. I thought there would be a solution if I could identify the problem but it seems as if it is too late? I mean I really do enjoy the formation of my group, we get along very well, has produced some pleasing results in the first few roll overs, even though the following roll overs has gone completely out of our expectation our group continues to take on the team spirit, support for one another and understanding. I still find myself asking even though I am completely satisfied with our interaction but is this playing a role in the SHV we are getting?

 

I think I really need more time to give myself an answer.

 

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

 

11 Comments

  1. Hi Aria,

    I found your learning journal very interesting to read, sorry to hear about your SHV value but I really hope this doesn't dishearten your feelings towards this course. Overall this week I feel like there has been an attempt to follow Daudelins steps. You have identified your problem as being you questioning how effective you have been as a leader. I feel like based on this issue you could have had a really interesting journal this week, however you lacked in the analysis of your problem step which has left me wondering how this issue arose except for from SHV failure. I also feel like while you bring in aspects of the readings, they sometimes feel disjointed from your actual learning journal, as you just state the theory but do not really link it to your experiences. Perhaps to fix this issue you could find parts of readings and ideas in readings that directly relate to your own personal experiences so therefore you can talk about the readings without it feeling disjointed from your experiences. You have done this well in third paragraph but not the second.

    If you can answer these questions you asked yourself at the end of your journal for your summative learning journal I think this would be very beneficial but fair enough if you need more time as they are very difficult questions. I think at this point of the simulation and the semester we are all dealing with the 'what now' question.

    Good luck for your summative and rest of semester!

    1. If you can answer these questions you asked yourself at the end of your journal for your summative learning journal I think this would be very beneficial but fair enough if you need more time as they are very difficult questions. I think at this point of the simulation and the semester we are all dealing with the 'what now' question

      Yes. You know, Marama Linnell, in reading your comments here, I suspect your Summative Learning Journal is going to be insightful ... if you manage to focus on yourself rather that the team (smile)

  2. Hi Aria

    I found your learning journal to lack Daudelins framework, it seemed to be a journal about what happened in the week without identifying what the problem is, analysing it, or looking at solutions. If your SHV is decreasing, then there is most likely another problem that is causing it e.g. maybe you have some groupthink going on where you aren't making well thought out decisions... This lack of real problem identification goves the rest of the reflective process nothing to be based on. I think this is something you will really need to work on in order to do well in the summative learning journal.

     

    Jennifer

    1. Jen R, Following on from my previous comments to you, I wonder if you see what I'm getting at with Marama? 

      1. are you referring to my learning journal a few weeks ago?  i.e. whether the learning journal should be about what the team or about the individuals learning?

        1. No. It's more about why I like the tack taken by Marama

  3. therefore I believe the first gathering of our team has already set the culture of our team.

    Okay, where are you going with this. I can imagine you linking it powerfully to your challenges around leadership (and that could be a great summative journal if done well). But you don't seem to build on it. Rather, you seem to treat the leadership issue almost entirely separately. 

    Having said all that, if you focused solely on leadership as the topic (and gave yourself the time to do that), I can imagine it being and interesting summative learning journal.

  4. I agree with both my reviewers regarding how my journal is lacks analysis and failed to follow Daudelin’s model, being the last journal and I am still coming across this issue, I thought I should really give this another try and attempt to improve this issue as I do not wish this to continue to happen for my summative journal, therefore I have revisited Daudelin’s model and I’d like to repost this for me to relate to in my summative journal. It would be unfair for me to ask my reviewers to re-read this entry however do feel free to give me further feedback.

     

    My hesitancy and resistant to conflicts within a group may mean that I do not make a great leader and perhaps I’m just better off as a follower, the thought of using “power tools” (Christensen, 2010) to ensure tasks completion in my view is the worst possible way for a team or organisation to be managed. Through out this semester I have been avoiding to use such method to lead my team. When coming across Christensen’s (2010) theory of culture within an organisation is established naturally through interactions and task priorities I have realised that the group dynamic I’ve appreciated this whole semester is not due to the fact I dislike conflicts but established according to each individual member’s reactions to the events that took place.  Therefore I believe my previous assumption of me failing as a “parent” in this team is invalid. I’ve thought about why I’ve came to this conclusion, I guess my problem is, as a leader of a team I constantly feel like it is my responsibility that our team need to perform well, achieve the results that we’ve been expecting and maintaining a healthy relationship with my member based on the pleasant result we achieve.

     

    I guess it is the “parental” behaviour here that is the cause for me to behave this way similar to times when we as children behave badly our parents often question their methods of parental skills. How does this relate in an organisation? Likewise I guess companies often question their managerial methods when their actual results do not meet their expected or predicted calculation. Relating to Mike’s Bike, our SHV has again dropped to an unexpected result from last week’s roll over, in our third roll over we have made the mistake of spending more than necessary in many aspects of our firm resulting in a dramatic decrease and negative profit for that year. After recognising this mistake we have tried to cut out those unnecessary spending and changed our business model accordingly, however one disastrous week has resulted in the following roll overs to be used as “saving the company” rather than carrying out our original plan. Profits now are no longer negative however our SHV may be too late to be saved. Here we recognise our problem, attempt to resolve it, learned from the mistakes we’ve made but we’ve realised that to recover from a dramatic hit it takes even longer planning time and improvements no longer comes that easily.

     

    I believe there is still room for improvement for our simulation this week however it is unlikely to occur a dramatic leap in our results considering there are many aspects of our simulation that needed to be improved in order to achieve a high SHV at this state, this does not mean we’ve given up as a group contrarily, this is a warning for any future actions. For me, it is important to not dive into the conclusion that group performance is a direct indication of my leadership skills as our culture is developed based on each individual member’s participation therefore it is a rather unreasonable assumption to base team performance on individual reasons because results are produced by collectively. For any team interactions in the future it is important to not only set business strategies, models and long-term goals but also predict failures, mistakes and determine a plan regarding how to recover when unexpected happens.

     

    One last chance to improve our SHV!

  5. Now that's a big step up.

    1. In a good way? (smile) Am i getting on the right track?