This week was tough. My team told me not to worry about MikesBikes and focus on myself because I lost two family members. I haven’t been to class, I haven’t been to meetings and I haven’t thought much about anything at all. Despite being determined to remain focused, this week affected me in unexpected ways.
Although a great chunk of this course is about completing the challenges set out by the MikesBikes simulation, I think another major part of it is to open our eyes to the learning possibilities that reflection has to offer for our everyday lives as well. But right now everything is upside-down and reflection seems far from the natural, familiar process that Daudelin described (1996). I am heartbroken and I am struggling to use reflection as intended (to explore causes, test hypotheses and produce new knowledge) but maybe Daudelin can also provide an answer. If I look at my family as a contemporary organization with a flat structure then I could act as the manager that asks the challenging questions in an aim to inspire mutual discovery. Maybe the learning through experience theory is flawed, in that some experiences take longer to learn a lesson from or maybe I’m just trying to rationalize an unexplainable event but drawing together as a family for more support is something that only just came to me as I reflected upon ways of dealing with overwhelming emotions.
Nevertheless I must consider how improvements can be made in our business, in MikesBikes. I have been having difficulty in interpreting the data available and constantly have to look at the “more details” section. Davenport (2006) tells us that many organizations are overcome by chaotic spread sheets and confusion and Baghai et al (2009) recognizes that not many of these workplaces can turn all of this confusing data into opportunities for growth. What we really have to do is “focus all firepower on one area of production” (Davenport, 2006) and that way there less confusion stemming from an ability to be more focused. I understand that there is a lot of potential in data that we can discover (Baghai et al, 2009) and that it is of the utmost importance that we do, for the sake of our future success.
Often life throws you curveballs and you have to be able to look past them and still get the job down.
Baghai, M., Smit, S., & Viguerie, P. (2009). Is your growth strategy flying blind? Harvard Business Review, 87(5), 86---96.
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48
Davenport, T. H. (2006). Competing on analytics. Harvard Business Review, 84(1), 98--107.