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From reviewing one of my group member’s journal last week, I came across the issue of individually we’re not critically reflecting upon our own behaviours, actions and decisions enough, I personally tends to focus more on reflecting on the group as a whole in my learning journals. Therefore this week I’d like to reflect more regarding self-performance in the team and in this course.


Being the CEO of a team I know my weaknesses, relating to this week’s reading Skills of an effective administrator I find my human skills are lacking, what I mean by this is that although I believe that I can openly accept usefulness, limitation and varied viewpoints and perceptions of others in my group, be able to create an atmosphere of approval and security for my members to make their own calls and judgments but my dislike for conflicts gets in the way of leading the group. Perhaps a more appropriate description may be that often I find myself lacking the courage to strongly oppose a request or action. For example usually when my group decides to gossip about their weekends I don’t try to refuse their desire to do so because understandably it would be part of the organisational culture for employees to discuss with one another regarding their life. However sometimes it really is best to get the work done these are the times I find myself “weak” at my role.


What have I done about this? I can see that personality wise I am just not the type that would forcibly discontinue the discussions my members would like to have about their personal life therefore I took action in another form. Starting off in the beginning of the meeting I would clearly list out the objectives of the meeting and notify that sharing of personal matters are prohibited till we’re done with our meeting objectives. I find that by clearly delivering what I want to achieve right at the start is a good way to avoid conflicts that may arise when I take a stronger stand of refusing personal discussions when it has already started.


I’d like to think of my previous weeks’ as a learning process while the taking of actions regarding this matter as the personal development stage referring to this week’s reading learning and developing from managerial work experiences.



Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review52(5), 90.

Davies, J., & Easterby-Smith, M. (1984). Learning and developing from managerial work experiences. Journal of Management Studies21(2), 169-182. doi:10.1111/j.1467-6486.1984.tb00230.x



1 Comment

  1. Hi Aria,

    I am also the CEO of my team and like yourself, I have found myself in the exact position as you where my leadership has been minimised in order to avoid team conflict, resulting in less effective outcomes when it comes to the simulation. Last week I was put in a position where my team mates wanted to take particular actions which I personally did not see eye to eye on, and similar to you, I was not courageous enough to oppose the request. Because this is a simulation, I feel as if I can not, or should not, direct them as we are all peers. Perhaps if this was real life and I was actually their superior I would be more strict, well I would like to think so anyway. 

    It is great to hear about your thoughts and challenges you have encountered this week, and it is great that you have shifted from doing a group reflection to a focusing on a self-reflection. It would have been great to further develop this reflection and describe the consequences of your actions as well as intwining the readings and theory with your thoughts this week.

    Good luck for next week!