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Having established a team dynamic that works and settling into our group, the practice rollovers began. This involved collectively coming to agreements on a variety of different decisions. Being a rather indecisive person myself, decision making can be a rather long process. I am someone that will ponder my decisions for a prolonged period of time and more often than not, end up at the same conclusion I initially had. In this team dynamic, I found that my peers attacked tasks with confidence. Having individuals around you that are strong decision makers, made me contemplate my own approach. 

Working in a team dynamic requires diligent decision making. Therefore, there is little room for doubt or lack of confidence. I found that in order to be an effective follower, I had to be able to “… think for themselves and carry out their duties and assignments with energy and assertiveness.” (Kelley, 1988). This ties in with what Kelley (1998) discusses as the four qualities that most effective followers have; these being self-management, commitment, competence/focus and courage. A key area in which I lack is having courage in my decisions, thus holding me back from being an effective follower. In order to be an effective decision maker, I need to remember that “Risk is an inescapable part of every decision” (Buchanan & O’Connell, 2006). Therefore, I need to trust in the work that I have done and understand that reworking the same problem may not be the best solution. Furthermore, reminding myself that my peers are present and are able to provide support and double check areas of doubt, provides comfort.

Ultimately when I choose to pursue a management role in my career, I know I would be required to make choices. Therefore, it is of importance that I continue working on being decisive and having confidence in my decisions. This is as in order to lead a team; I need to be able to handle demands and constraints that may limit my choices. As such, growing in my knowledge in this area allows me to build confidence in decisions regarding what to do and how to do it (Yukl, 2013). Therefore, this simulation and my team dynamic allow an opportunity for me to challenge myself.

Having progressed through Daudelin’s (1996) stages of reflection, I have found that I am better equipped to make decisions in the coming weeks. I am eager to continue pushing myself and building confidence in my decisions throughout the actual rollovers.

Buchanan, L., & O’Connell, A. (2006). A Brief History of Decision Making. Harvard Business Review, 84(1), 32–41. Retrieved from

Daudelin, W. M. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3)

Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142–148. Retrieved from

Yukl, G. A. (2013). Nature of managerial work. In Leadership in organisations (8th ed., pp. 23-47).


  1. Hi Sanara,
    I liked how you progressed through all phases of Daudelin's reflection process in your journal. Also, I thought it was great that in the end of your journal, you broadened the scope of your reflection and you talked about your personal goals; and how the things you learn in the course might help you achieve them. I think you used the references to our readings in a cohesive way, and they helped you in making your points. Another thing I liked in your journal is how you set some goals for the future; this might help you reflect on your progress in your next journal.
    Keep up the good work!

  2. Sanara, great journal!
    It was a great read, i really liked how you incorporated every reading as well as Daudelin's reflection process to help identify and reflect upon the goals, and what you intend to do to achieve it. One thing you could maybe work on is to try structure your journal in a way that it makes Daudelins framework more clear, It worked as it is, but i got confused because so many readings were drawn in your learning journal. Other than that, excellent work! Looking forward to seeing how you work on and achieve your goals.