How self-reflecting teams can help you break free of your own recurring impasses in The Dance of Change
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There are sundry ways through which the self reflecting teams can help an individual break free from an incurring impasse as depicted in the excerpt. First off, through the understanding of the structure of human interaction, not just at the scholarly level, but also at the interactive and practical levels, it remains possible for one to collect an array of views which may be instrumental in fostering ideological plurality.
At the same time, these self reflecting groups can remain very important in ensuring the transfer of and the sharing of ideas, knowledge and different but sacrosanct viewpoints; but only if there is the observation of the need to foster congruence so that both the novices and the experts are able to remain as integral parts of one and the team. It is only by so doing that the culture of maintaining the interpersonal skills of taking to ratify the willingness and to talk openly and candidly are well enhanced and safeguarded. Therefore, it behooves the academic fraternity to take stock of the fact that the formation and existence of self reflecting groups are not only instrumental in the exchanging and acquisition of different array of standpoints, but that the same is also needful in the development of interpersonal skills.
The art of collecting data and its importance are also inculcated in the self reflecting teams. For instance, as a way of solving the interpersonal impasse which remained extant in Bob’s group, the use of the tape recorder to record the success and failure, together with the accusations remain as key. This is due to the fact that it is by the adoption of this act that all these three elements (successes, failure and accusations) can be verified.
Description of the basic problems addressed in the case study
In the case study, there are many problems which beset the teamwork described in the excerpt. For instance, given the fact that there are different players in the discussion group: Bob, Phil and Diana by name, there was the inevitability of there being an array of ideas which were hard to harness or to integrate into one harmonious piece. This ushered in conflict into the group. At the same time, this impasse was being aided by the fact tat each had a unique way of reacting to different situations (Davidson, 2007). This development set the ball rolling for the complication of issues.
At the same time, there were spates of misunderstandings among Bob, Diana and Phil, given the fact that each person did not fully understand the personal predisposition of the other team players. For instance, any deliberations which were presented by Bob was misconstrued as judgmental, even when he sought to sincerely correct team players. Even the most resourceful contributions he gave were dismissed without being put to consideration.
At the same time, there was the problem of following through and through, but unconsciously, a set of unrecorded and unarticulated rules in the group (Biggs, 2003). Herein, Diana almost always saw the deliberations set in by Bob as being too vacuumed to be left unfilled. As such, Diana sought to always gave rebuttals to these deliberations and this situation only succeeded in amounting high levels of tension.
In another wavelength, it can be learnt from Bob’s point of view and deliberations that even the group coordinator himself was high handed. Nevertheless, in a nutshell, the problems which did beset the group was the fact that it was bereft of the ideal extent of commitment. Nearly all the members of this group viewed commitment as something akin to a very daunting task. In the same vein, the group seemed to suffer a lack in understanding the structure of human interaction to the latter or to the satisfactory extent. This notion is rightly made credible by the fact that one’s mistakes in the group always implicated another team player. To this extent, it remains true that indictments made against Bob were seen to also incriminate Phil in the group discussions.
Listing and defining the major concepts, at least three, presented in the text that relate to the case study
There are at least three main concepts which have been presented as being instrumental in managing the self reflecting teams and keeping them alive. These are: accountability which enables the team to take stock of the results, personal contributions the perception of the situations and the aspects of a particular group discussion situations; reflections with other group members as postulated by Bob, Diana and Phil; and teamwork which may involve the ability to control and to harness conflict for the greater group.
Explain how you approached the case study, and what decisions or actions taken
The case study was approached through observation. The steps taken on the hand did portend the encouragement of the group to embrace team spirit and to enhance the concept of unity in diversity as it took to chair its meetings.
Biggs, T. (2003). Observing Self Reflective Teams. New York: Routledge.
Davidson, P. (2007). Analysis Teams’ Decision Making Processes. New York: Wiley & Sons.
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