A635.3.3.RB - 50 Reasons Not to Change/The Tribes We Lead

A635.7.3.RB - INSEAD Reflection             The video and the brief discussion on self-managed teams are insightful and interesting because this is not a new concept, yet many organizations do not carry out the process because it requires teams to work without micromanagement. Markova, Perry (2014) explained that self-managed teams often lack formal mechanisms to persuade individual participation and each team member is expected to contribute. In addition, members often have equal rights and performance duties and these rights and duties create unique team dynamics. Tesluk (2008) explained that self-managing teams are not a new phenomenon and self-managing teams have a formal responsibility to decide how they will manage their work and get it done.             There are several benefits for self-managing teams which include: 1.       Indepen...

A635.6.3.RB - EcoSeagate The videos from Eco Seagate and the team building challenges they took part in were a great reminder that life, work, and relationships take time to build and improve. The relationships and trust that were being built between team members from all levels of the organization were a priceless training tool for life. This is because we live in a world where the motto is to work and climb our way to the top at any cost. What if we took the time to build relationships or in some cases rebuild relationships that have become strained due to a lack of team mentality but more of an “I” thought process? The preparation, experience, and skill-building through training prior to the event and during cannot be taught on the job, this makes for a unique experience for all members who are chosen to see their fellow co-workers in vulnerable situations but it also allows an opportunity for one to step up when they may not in the workforce due to their position.  ...

A635.5.3.RB - Video Debrief of Team MA A few weeks ago, I participated in a management assessment profile and I received valuable feedback that helped me to understand the work environment I will thrive in as well as the areas where I need to improve. I succeed in a large dynamic venture business environment and I do well searching for solutions to a problem and I understand when to lead and when to follow. I am also a logical individual that provides feedback based on facts and people/ or who’s involved. After viewing the video about Steve Jobs and his startup company of NeXT after leaving Apple, I realized there are several characteristics and about me that would have worked well with his company when they were starting up. First, I do not change jobs frequently and I stick to what I am doing because I thrive on structure, a balance of independence and teamwork, and I have self- confidence. When Steve Jobs was starting this company, they had a team of individuals who were will...

A635.3.3.RB - 50 Reasons Not to Change/The Tribes We Lead Change is inevitable in our personal lives, social circles, and work, however; the difficulty comes when people resist or refuse to change. Watkins (n.d.) shared 50 reasons why people do not change a few of which are the boss will never buy it, it’s too much trouble to change, it can’t be done, it won’t work in this department, and it’s impossible. There are many of the common answers when someone in an organization makes a suggestion for change but they find resistance. I have faced many of these when I have made a suggestion for change and I find the supervisor goes through a list of these answers each time there is a suggestion. However, I am not free from using these terms, not necessarily at work but in my personal life. I find I use them when I really do not want to do something but I do not want to hurt someone’s feelings, so I use these phrases as an excuse. Although, looking at this from a different perspective ...