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Last week I wrote about my fears in relation to my group's inability to meet and whether or not they thought I was participating thoroughly enough. My insistence that we nail down a time for each week seemed to work more or less. Seemingly, for the first time in a while our group met as a whole and we discussed our various ideas and plans of attack. In my eyes everyone was appreciative of the fact that I was somewhat pushy as most of the team were content to meet and discuss. As seems to be an overarching theme for my journals, our team dynamic continued to grow and become more complex. By this I mean that we are becoming more understanding of each others working styles and hopefully are playing to these. For example, when deciding which market to enter a few members of the team jumped at one market and were happy to push all all of our resources into it. I had to stop the team for a moment and ask them to consider why it was we would go into the specific market. I asked for their explanations and ultimately they were well thought out and satisfactory. However, I was aware that had I not asked then I and perhaps other members of the team would be left thinking that our decisions were poorly considered.

As far as my own perceived lack of effort from last week was concerned, it was exactly that, perceived. No-one from our team had the time or inclination to complete the feedback form. It would appear that we are all too focused on our own work to criticise others (too harshly at least). Again this week however I felt as though my role was being removed from me. I was told by the Ceo that one team member would follow up with some analysis in the operations department following our meeting. I had to emphasise the fact that it was my department and therefore my responsibility. In the end we both looked into the group's decisions and agreed on most points. It was good to have support in my role but I must be sure that it is understood to be 'my' role. Perhaps this is something I should include in my feedback which I will be generating this week.

Last week our business was facing some new problems that we were worried about as a group, something that we hadn't experienced thus far in the simulation. Argyris explained it perfectly, saying that "many professionals have extremely ‘‘brittle’ personalities. When suddenly faced with a situation they cannot immediately handle, they tend to fall apart". This appeared to be the case during our team meeting as we as a group appeared to be in 'recovery mode'. I know that I was slightly panicked by our drop in success. However it would appear that our considerations paid off as we are now "back in the black" as it were. I wonder if this will continue into the next rollover or if we are already too far gone in terms of profit and time.

To summarise my week, our team met as per my request last week and it appears as though this will work into the future. I still have some way to go in terms of gaining control of my department but am making improvements. Finally most of my worries from last week have been alleviated and I am excited for the coming week in MGMT 300.


Argyris, C. (1991). Teaching smart people how to learnReflections, 4(2), 4–15



  1. I would have liked to see you integrate theories from this week's readings into the writing about your experiences. As you demonstrated already by incorporating Argyris' work,  a focus on using the readings as guidance will allow you to show that you are reaching Bloom's higher levels of learning; namely synthesis. Expanding on  ‘‘brittle personalities" would have been interesting to read about. 

    This piece felt like more of a continuation of last week's reflection where you describe the action's effectiveness rather than explicitly following Daudelin's stages of reflection. You could have explicitly made a problem for this week, like: members of the group make flash decisions without backing up their thought, then you could pull in leadership theories from week 3 leading to your chosen action of taking charge OR the problem could be that your role is not strictly separated from the rest of the group.

    Lastly, for deeply reflective learning to take place you must look inwards and challenge your own assumptions: why do you believe you have to step in to take charge (look further than the obvious like don't say I do this because there is chaos, say I do this because... maybe because your experience in the business school has taught you that to be a successful leader you must be an aggressive one... maybe?? and then you can dig into that). Sometimes the most important learnings come from within.   

  2. Hi Jack,

    Your journal offered some food for thought. It is always interesting reading the other members of your own team and trying to make sense of their thought and in some instances the reasons behind their actions. I went back and read your previous journal, “fear and loathing”, as it provided more clarity into this week’s reflection.  

    On a side note,  I thought contrastingly on the lengthy team meeting we held last week, it seems we all have differing opinions on this but I guess we can discuss it further in the team meeting this week.  

    In terms of the depth of your journal, it seems that you discuss a lot of your own personal thoughts rather than reflect on theory and how you can learn. Perhaps to improve your journal from phases of knowledge and comprehension of blooms taxonomy you could try applying and analyzing you thoughts in your reflection, this will also enable a higher level of learning. You also didn’t really seem to follow a particular structure in your reflection. You provided insights into your problems from last week and how they have now been alleviated but what problems or experiences did you have this week which you want to work on? Rather than just saying you have a long way to go, specifically mention how you are going to go about doing this.

    Otherwise, your journal was both easy to read and follow and apart form a few grammatical errors, it was of a very high standard.