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For this week I would say my issue stems from the where to from here aspect? As I discussed last week our team is doing okay and last week my problem was change in yet another strategy change. We needed this strategy change as we were trying to make sure we would not fall as so many other teams were around us. And while this seems to have worked last week, this week we were focused on somehow trying to continue our gradual growth rather than focused on not falling. I have actually found that focusing on how to grow our company has been a lot harder than just figuring out how to keep from falling. This ‘where to’ issue is very important at this stage of the simulation, as we are now reaching the end, so hopefully by working through this issue in my journal I can figure this out for both my own learning and my teams growth.

From the reading perhaps one of the reasons that our team is finding it hard to grow is actually because we have not encountered a revolution, a period in which our organisation was within turmoil (Greiner, 1972).  I feel while we may have had one week of difficulties with team dynamic issues there has overall been no huge issues in our company performance, we have always done average. Therefore I believe our team has been in a constant stage of evolution. This is because as suggested in the readings for me, especially in HR, only moderate adjustments have been needed to continue growth (Greiner, 1972). As an whole organisation, thinking back on it while we have had to change our strategy many times I think overall the change in practices has been marginal so therefore this reiterates that we have probably only been in an evolution most of this simulation. My journals do back this up as apart from one week my concerns have been around how our team is so over-positive and it almost worries me how much we all get along and manage to get decisions done.  I do not recognise any of the crises identified such as crisis of leadership, crisis of autonomy, crisis of control and crisis of red tape (Greiner, 1972). I am not saying that these do not happen in most organisations, especially growing ones, I just feel like that within our team and this small simulation of six team members these issues haven’t arisen. As these haven’t arisen is this the reason why our company hasn’t experienced the significance growth we have been all hoping for? I believe it might be because in not having these crises we have not been able to feed on to the periods of growth through direction, creativity, delegation, coordination and collaboration (Greiner, 1972). Therefore in missing these crises, our team has been stuck in a constant period of evolution, while this is not bad because we have been growing, I think our growth has been significantly limited.

So where to from here? I think what our team could benefit from doing now is probably in our final week just mastering what we have now in our last week committed to. I think while doing this we could look at the readings drivers of periods of growth and see which ones we could perhaps look at even though there has not been a crisis to drive any of them. I think personally in my team we have go the delegation, coordination and collaboration aspects working perfectly. All of our decisions have been delegated efficiently and I believe the coordination and collaboration of our team members finally in week 10 has been really good! So therefore perhaps a potential actionable solution lies in the creativity and direction aspects of growth. I think we somewhat have a direction, although perhaps because our strategy seems to have been an active one this semester it seems this direction as somewhat felt lacking sometimes. So therefore maybe for this week I could ask what we all want to achieve therefore we will have a direction for this last week. Also I believe creativity in our decisions may have been lacking, I feel like many of our decisions have been made purely on what we have seen others to be doing, rather than what we have creatively thought of. However the reading suggests that creativity is one of the beginning drivers of a period of growth (Greiner, 1972). So therefore that makes me wonder if perhaps we are to late for our period of growth due to creativity.

Using these potential solutions I think it is important for this next week for our team to develop at least a solid direction for our final week. Looking at this reading I think this has been very interesting to find out some potential drivers for periods of growth, I feel like this reading might have been very applicable to look at the start as like I stated I think it might be too late for my team to start thinking about growth through creativity.

 

References:

Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37--46.

 

6 Comments

  1. Good job on the journal this week, it seems that it has been very well thought out. You have done a good job sticking to Daudelin's framework which is helping you reach the higher levels of Bloom's Taxonomy. Your identified problem of "where to from here" has been highlighted and analysed in great detail. I liked that you questioned whether your team was not experiencing rapid growth due to the lack of crisis' faced. I also liked that you questioned whether it is too late to be thinking about growth. One way in which you could improve your journal is by asking yourself why your team has not faced any 'crisis' of sorts, do you think your team has been playing it safe and have not taken enough risks? Also you can add to the action stage of the framework by identifying ways in which you think your team could grow in the final week of the simulation. I am finding it very difficult to fault your journal, it was very interesting to read and well written. Good job.

  2. If I have one criticism of what of this learning journal, it would be that it focuses too much on the team and what the team is doing. Where are you in all of this? What do you think you should be doing differently (perhaps to help your team be better).

    You are the important one here, so demonstrate your insight and your learning.

    1. Thanks Peter! Will definitely remember this for my summative learning journal.

  3. Hey Marama, 

    I enjoyed your journal from the perspective of somebody who is also in a similar frame of mind. The ability to remain floating and alive in the market is one thing but in order to put your foot down and grow is another! I also see a lot of similarities between my group and yours where our fear of falling has prevented us from making extraordinary moves and try and get ahead of the game. This obviously takes time and you said that in week 10, the team is finally collaborating really well. But like Peter said, I know a lot about your team but very little about your role in the team and that is what the summative journal is centralized around. I say this with no negative connotations and with only the intention of you doing well in the summative journals, but the journals cannot consist of 90% team and 10% you as this becomes a  journey in descriptive text. This could well pass as a team journal which states the strategic intentions of the team.

    Concrete Experience: Your personal concrete experiences are missing. But If I were to replace the 'we' with 'I' then I can make out that you are struggling to find a spark of creativity that takes you out of your mould. The week in and week out of staying safe has hurt your ability to grow as a company but how has that affected you? Do you like keeping things on track or are you the type of person that seeks future risks for even greater benefits? Answers to these would go a long way in framing your personal (not team) thoughts much more clearly. 

    Active Experimentation: You said you wanted to ask your team members for creative input and start igniting some ideas for the final rollovers but before you state than it might be too late. These contradictions are natural to a team and I wanted to see how your private thought pattern happened when dealing with such a thought? What business ideas did you go through in your head that legitimizes safety over risk? These would provide a good base to experiment with an idea and test it out within the team see the results. 

    Overall, you understand the simulation, you seem to be very cooperative and engaging group member but for the summative journals, one must see that thought process and learning in the context of YOU and not the team. I have been guilty of this as well in the past so no big deal. I hope the rest of the year goes well and all the best with the summative journal. 

    Regards 

  4. I think that this is an excellent journal, as it reviews the week of the team and it relates it to relevant readings. I very much enjoyed this journal and it would be pretty hard to point out a critique I had of it, but if I had to point out one thing that i thing would have made your journal that much better, was to make it more personal. I feel like you talk too much of the experience of the collective rather than yourself, this is not to say that your collective reviewing is not legitimate, but rather it would have served the purpose of a journal to a greater extent.

  5. Hi Marama

    On other journals from people that have said that have said that they have no issues, I have been critical and somewhat sceptical. However you  have explained thoroughly and in depth in what aspects you have not been struggling and thus must commend you on this. You have utilised the readings to really allow the reader to understand what you have been doing well, and I think your take on why your team hasn't been experiencing any substantial growth was very interesting. 

    Overall  a well thought out and written journal