Recapping the last week, we assessed our results from week 6 which weren't the greatest but they were manageable, till the roll over yesterday. That is when our team's shareholder value dropped to the extent that it now requires CPR. I am slightly confused as to why our team is in the predicament we are in today. We looked at reports comprehensively and calculated impacts of adding or decreasing money being put into specific departments and also consulted Peter when in need of help. My perception of the issue encountered this week is that due to all of us not being present at meetings all at the same time, there was a slight issue of not having everyone's voices represented. The absences were all due to valid reasons and our team, the way I see it anyway, is more than capable of handling a few absences but maybe the timing of the absences wasn't right. Since our team was already not performing as well as we should be, uniting together this week was probably more important than ever now in hindsight.
As a team this was our first real failure and our existing strategies especially in terms of only having a single loop learning strategy isnt working. Single loop learning is defined loosely along the lines of either by working harder to achieve goals, applying theory to problems and problem solving (Argyris, 1991). There is a lack of internal reflection with single loop learning and it enables individual to attribute blame if single loop learning is unsuccessful (Argyris, 1991). Since our team has received news of our drastic decreases in shareholder value there has been an overall loss of morale. More interestingly an individual team member who doesnt want to blame anyone but seems to be bringing the idea, that they dont want to blame anyone with everyone in the team. This either may be the the person projecting their internal feeling of wanting to blame someone or just making sure everyone knows they genuinely dont want to blame anyone.
Possible solutions as to overcoming our drop in shareholder value are that the team aims to adopt double learning styles. Double loop learning would require internal reflection as to who individual actions may have contributed to this situation (Argyris, 1991). Double loop learning also requires examining implicit beliefs that support goals and values that an individual has (Synnott, 2013).This means that individuals need to be looking at what decisions each individual emphasised and blocked. Another strategy that may help would be to minimise blocked learning caused by being in a certain position of power and organisational culture which could prevent transformative and double loop learning (Argyris, 1991). We all have to look at how our team culture and our positions may have influenced our decisions, bias to one's department may also be present. Since our team has already experienced a phase of conflict and storming, as a team we may have avoided any conflict in making decisions. This may have resulted in members not explicitly stating what they think is the best possible strategy in regards to this week's rollover. Looking at external factors such as circumstances, differing thought patterns and communication errors would aid a detailed investigation of how our failure came to be.
The team needs to provide a neutral and safe atmosphere where members can feel comfortable enough and not feel embarrassed, humiliated or ashamed in any manner, in order to encourage double loop learning (Argyris, 1991). There is no doubt that the team is motivated and committed to learning as much as possible, achieving a high shareholder value and trying to do our best. Our first team meeting consisted of all of us setting expectations of what we wanted from this course which included learning as much as possible and this situation has presented itself as an opportunity to learn and progress. The team needs to avoid the doom loop of despair where we could all end up becoming demotivated and depressed (Argyris, 1991). The doom loop of despair comes to be due to individuals not performing well but the team does well which was the case in week 6 (Arygris, 1991). All in all we shall make it one way or another and our team needs to band together now in order to conquer becoming demotivated and disengaged.
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