Articulation of a problem
I am becoming more aware that not having a strategy for the simulation is detrimental to decision making. My biggest problem this week was not being able to follow a strategy set out by our group.
Analysis of that problem
In all of my previous group projects during my time at uni, there has always been an explicit strategy communicated across the group as well as a common shared goal. This helped with delegation of tasks and made measuring our success much easier. However, my experience in 300 so far is completely different, where no guidance has been laid out as of yet, which I find personally am struggling to work without.
Formulation and testing of a tentative theory to explain the problem
It is a really common problem among groups and teams to feel dissatisfied with your work because there is no formal strategy to follow. Reading about it online made me realise there is a really easy solution to my problem and that is to MAKE A STRATEGY. It’s such a simple task that can be completed in a variety of methods. One method is outlined in an article written by Kim & Mauborgne (2002) is a four step visualisation process is recommended to the reader. This is helpful for a team who currently low-performing, quick to blame bad results on external factors and don’t have very good strategic-planning practices in place. I absolutely related to all three of these statements therefore believe it's worth acting on.
Action/deciding whether to act
So after all my research on strategic planning, I finally have to decide what I’m going to do about it. This problem directly impacts me and my ability to make thoughtful decisions so therefore I am going to formulate a strategy or some ideas our team could adopt for the upcoming weeks. I have taken initiative in most other team projects at uni and found that I enjoy planning and work better when following some sort of target-based structure. So this task is not only realistic, but one that I know will benefit the team as a whole if we act on it now.
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48. I
Kim, W. C., & Mauborgne, R. (2002). Charting Your Company’s Future. (cover story). Harvard Business Review, 80(6), 76–83. Retrieved from http://search.ebscohost.com.ezproxy.auckland.ac.nz/login.aspx?direct=true&db=buh&AN=6756408&site=ehost-live&scope=site