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““Don't worry about it, we’re still on the right track”



       Management 300 was a tough experience for me. Our firm, Peters Bike Shop went through a roller coaster ride of successes and failures; and my engagement with the weekly topics and subjects followed much the same negative/positive trajectory as a result. I find myself questioning what I truly have learned about ‘management in dynamic contexts.’ The purpose of this course - as summarized by its description on the University webpage – is; to explore and reflect on the realities of management theory and practice through critically examining management challenges [from small entrepreneurial firms to large corporations] (University of Auckland, n.d).  It’s not surprising, then, that my experience and reflection speaks to this framework. One such management challenge I experienced and which I will explore and reflect upon is organizational failure. Within failure, the problems I wish to articulate and explore are the actions and behaviours that resulted in our failures. I will provide a tentative theory to counteract these behaviours and avoid similar catastrophe in my future engagements with dynamic organizations. I will discuss the severity of our failure within Mikes Bikes and the direct consequences and actions that played out in our team. I will analyse the problem, through an exploration using weekly learning journals from our team (and especially myself), to try and realise our group’s mindset directly before and in consideration of our failure. I will then reflect upon the theoretical frameworks that define, more generally, how actors within dynamic work contexts, such as small project teams like ours, perpetuate actions and behaviours that lead to bad decision-making and breakdown. The problem I wish to articulate, and the question I will answer - to reflect upon what I feel is an intrinsic reality within dynamic organizational contexts – is: what caused our seemingly successful and well functioning team to incur such drastic failure?