Ah, can’t believe that this is the final learning journal! Again, there are so many things that I want to talk about, like my team, our team performance, the readings, the paper. Though Daudelin’s structure is an efficient way to lead critical thinking and successful academic journals, I don’t want to follow this structure for my final journal, as I don’t want to limit my thoughts into one or two problems.
So let’s talk about my MBs’ team first. We had a tough brainstorm this week about what strategy we should use. Though we are at the third to last rollover, we all know it is just temporary. Those three companies who bought the other firms definitely will jump back next rollover. After making all the decisions, I still have some concerns due to the huge uncertainty about our sales. What should be celebrated is no matter how different opinions are in our team, we are all there to listen carefully, respect each other’s ideas, analyse those possibilities and evaluate them. Indeed, I learned much more from the team working than the paper it self. No matter whether is a mega-firm or a small team like our MB’s, evolution and revolution always come along the way, it involves creativity, direction, delegation, coordination, collaboration, leadership, control, etc. (Greiner, 1972). Every single word gives us a huge space to think, to reflect, and to learn.
As a matter of fact, MGMT 300 is the most special and interesting paper I’ve ever had so far. To be honest, English as my second language, I am still struggling with those conceptual readings and weekly writing. I doubt myself for so many times about whether I can do well or not. Will it be stupid to compete my weakness with others’ strength? Majoring in management is definitely a big risk for me. But as I always keep trying and never ever lose hope, I do feel my improvement on writing and reading. I used to spend hours and hours on those academic articles and still don’t know what they are about. These weekly tasks push me to read carefully and write critically. The constant effort strengthens my weakness. The moment when I realised that I could read faster without losing my understanding, an authentic happiness came from the bottom of my heart. I am glad about the improvements I made from this paper.
When reading Christensen’s (2010) article, it reminded me of an ‘imagination exercise’ I did before. I am always questioning myself: who am I? What do I really want to do? What kind of life am I chasing for? To create a strategy for our MBs’ team is not that hard, but to create a strategy for our life is hard. And due to some uncertainties, we always have to change our strategies to match our current situations. Growing along the way, I am gathering all the positive elements to build up and strengthen my own ‘culture’. But how do I measure my life? “The metric by which God will assess my life isn’t dollars but the individual people whose lives I’ve touched” (Christensen, 2010). It is still quite a vague metric for me. Is he saying the recognition he received from others or the amount of people he ever helped with? Ashamedly, I haven’t found my right yardstick. But what I truly believe is that self-recognition is the constant motivation and power to keep me moving forward.
Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37--46.
Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46-51.