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Disclaimer: This isn’t related to teams, or the readings on teams – I don’t think that I’ve learnt anything yet about teams at this early stage – at least nothing actionable as per Daudelin (1996), so I’ve written what I have learnt, and maybe I’ll learn something about teams next week.


I learnt something about myself this week – I know this sounds like a normal sentence, but it’s not something that happens a lot; or if it does, it’s something that occurs in my subconscious.  But this didn’t, which was surprising in itself, and I can’t help but think what caused it – but let me describe this “it” first.

Here’s a snippet of “what I think is me” for background:  I am normally very, very good at “shutting” parts of myself away.  For instance, if I’m working on this learning journal right this instance, I can generally ignore the growing mountain of work that I have to do for my robot (another Uni course); I can ignore the problem sheets I have to do and everything – including non-Uni-related stuff – that, well, isn’t management.  And while this means that I am good at focussing and getting tasks done to a high standard without being distracted, a side effect of it means that I can sometimes come across as insensitive – I choose what I care about, and care about it deeply, but what I don’t care about doesn’t even surface.

Today, I had an interview for a summer internship position.  Let me say that I have been to a grand total of one “real” interview in my lifetime.  I’ve known about the interview time since Friday, so I guess that was plenty of time to prepare and stew.  And stew I did – I seemed unable to achieve even small tasks; unable to focus or think past the interview.   In my robot-paper meetings, I was unable to focus to the extent that I normally can.  I successfully did nothing for a whole two-hour break, despite having a full workload.  I even delayed the writing of this journal until after the interview was completed.

What exactly did I learn?  I learnt that the position of this “boundary”, between compartmentalise-able and non-compartmentalise-able, is more limited than I thought it was.  There must be some kind of scale – be it dependent on nerves, importance or other characteristics.  But what is even more surprising?  I don’t think I would have picked up on that before undertaking this course.

It is actually a scary thought how much difference – if it really is a causal relationship – this course seems to be starting to have over my thinking. Daudelin (1996) does say that “spontaneous reflection is often stimulated by the nagging...challenges” – I feel that a “nagging challenge” is a perfect early definition for this course.

And here’s my action – albeit a minor, subtle change in attitude - to complete my learning:  I’m on the lookout.  If this course is changing me and my thinking, I want to know.  I want to be able to decide if it’s making me grow or if it’s stunting growth.  I want to be in charge.  I don’t know if I will be, though.  And that’s a scary thought.

 

References

Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36-48.

2 Comments

  1. Love it! Excellent entry. Firstly, good idea to focus specifically on something other than the topics of the readings, it really allowed you to delve more deeply into where you actually gained some insight during your week. This was very readable and quite relatable. 

    I would have liked to see you explore the ideas in your fourth paragraph much more, that's where the real magic happened. Your understanding of this 'boundary' point in your own thinking and how things spillover between areas in your mind is an interesting concept that's just begging for further development. It seems that this idea was where your whole piece of writing was pointing to, one little valuable but intangible idea. It's often hard to further explore the small key takeaways that we find, but by rereading your future journals to find the crux of the piece and by spending a bit more time thinking about this specifically (perspectives /roots of ideas/others' opinions/implications for the future), you'll be able to further explore these valuable ideas and uncover deeper levels of thinking. 

    I really enjoyed reading this and I look forward to seeing how your future entries grow. 

  2. Hi there, i really enjoyed your reading as i found it particularly interesting. I think its fair enough you chose not to speak about teams if you feel like you haven't learnt anything about them this week, I was kind of the same! My critique would just be is that unfortunately i cannot clearly see that you have followed Daudelin's structure. I can see there is an attempt at part of the structure at the end however to provide an action. Maybe just make you clearly specify your problem, your analysis of the problem, your proposed solution and whether or not to take this action or not. Overall though enjoyed your reflection (smile)