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While a magician never reveals their secrets, I am not a magician, so I can. I feel as though we have six very capable group members; all punctual enough, all interested enough, all aiming to achieve high enough grades, and all intelligent, easy-going people. I feel as though we know enough in our selected areas to be able to contribute backed up information to make a decision, and to be able to argue it, but I wouldn’t say that any of us feel completely comfortable with being the final one to sign off, so to speak, on a decision. I wouldn’t say we as individuals have a whole lot of conviction in our group meetings. So that being said, I wouldn’t say we necessarily have a very clear strategy, but we have a sound group symbiosis in that we are able to work together to achieve a shareholder value of $45 this week, which is motivating, but pretty astonishing.

 

That is why, upon reflection of the week, in hindsight of the readings, I found no difficulty in siding with Baghai, Smit and Viguerie. Because we had points of difference in that we studied the other teams movements while carefully documenting and reviewing our own. We were particular in our decisions, without letting our best opportunities “getting lost in the big picture”. I think that it has also been a really good thing that while we have all collaborated within our group, we have stuck to our assigned roles and been the final decision maker for that area. This is so that we can avoid “deeper levels of detail unseen”

 

So in essence, while we didn’t necessarily have the most conventional group with one person who’s always late, one person who doesn’t pull their weight, one person who’s a bit of a know it all and so on, we have actually been lucky enough to get a normal group. So are we flying blind? Well we may have started that way, but I believe that we have grown and become more confident especially in the group environment we’ve created. I think we are actually being quite strategic in our own little way.

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2 Comments

  1. In week four my feedback to you was to identify a specific problem or a concrete experience from the week - and then focus your journal around this one problem. Your journal proves that you have taken this advice on board as your problem articulation is clear.

    I was very intrigued by your problem when I started reading your journal. Sometimes I feel uncomfortable with making final decisions myself, especially if there is pressure to perform well - so I was very interested in where your journal was going to go with this problem. However I felt like your reflection of this problem was missing. You could have reflected on / analysed underlying reasons why no one in your group wants to make a final decision - have you had a bad experience where a decision had a bad consequence and now you are anxious about making the same mistake? (just an example). Also, you could have looked at what consequences of this problem (both good and bad). An interesting link you did make was about how it was influencing your strategy - but you could have taken this reflection further.

    In your second paragraph you stated how you got your SHV up (what you called surprisingly high) which were the solutions and actions you took. However you didn't seem to hypothesize any possible solutions to how you could create a simpler process of decision making, or create a more comfortable decision making environment where individuals maybe feel less pressure. You did come up with good solutions and reasoning, however these other solutions, more specific to your problem, would have been interesting to read.

     

  2. Hi Sophie,

    In week four I suggested you focus on articulating a problem and then analyse it through the lens of theory then identify practical ways of improving efforts to address the problem. This is obviously Daudelin's learning model. After reading your reflection from last week it appears this is still an area in which you can improve.

    In terms of the value or logic behind Daudelin's approach, I think that it is a way of actually developing capacity. Learning is about gaining skills, insights, qualities and habits which make us more effective in whatever we are doing. Reflecting in the way you did last week tends to result in a deeper realization of the current reality but little else. A reflection that outlines room for practical improvement, and considers a wider lens of possibility is more likely to stimulate learning in terms of capacity building. 

    all the best,

    Jeffrey