A631.1.5.RB_DellElceCamila

A631.1.5.RB – EcoSeagate

            After reviewing the Eco Seagate videos and reading about the OD application: EcoSeagate and team development, it really brings fresh air. It is the first time experiencing this kind of team encouragement and it really impressed me. The Eco Seagate experiences come from the CEO, Bill Watkins who started experiencing with these activities back in 2000. Every year, Mr. Watkins recruits about 200 of his employees and travels to New Zealand. The purpose of traveling this far is to have each individual feel foreign and intimidated by the environment, which has desolated mountains and glaciers to say the least, making every feel “off balance and no one has an advantage over anyone else” (Brown, 2011, p. 274). In other words, employees’ titles do not mean anything where they are located at that time.

            Watkins wanted to prove that there is value in teamwork, and mentioned, “I learned a lesson a long time ago in the Army. Nobody really wants to die for their god. No one wants to die for their country. Absolutely no one wants to die for money. But people put their lives on the line for the respect of their platoon mates” (Brown, 2011, p. 274). There is significant value to this type of team development as it creates very fundamental lessons such as trust, commitment, and taking risk when it is worth it. “Trust comes with mutual respect and not with agreement” (Chao, 2008). Nevertheless, teams lack the acknowledgment of the mentioned fundamentals and usually fail when they are assigned to teams.  

            Consequently, in some instances the difference between failure and success land on the presence and absence of specific team processes and how or where they occur. Jehn and Mannix for example, examined the dynamics of how team performance relate to the nature of group conflict. Their evaluation showed, “significant variations between high and low performing teams in their timing of different types of conflict engagement. As a consequence of these results, Jehn and Mannix concluded that team conflict must be examined as a dynamic rather than static process” (Miller, 2003, para. 5). Conversely, organizations are routinely making changes in social and work processes and the need to understand this changes is important but it is even more important to move with this changes.  Therefore, Brown (2011, p. 271) points out that the goals for team development include:

·      Identify objectives and set priorities.
·      Examine the team’s content or task performance.
·      Analyze the group process, that is, how the group is functioning.
·      Improve communications and relationships among group members.
·      Improve the team’s ability to solve problems.
·      Decrease unhealthy competition and increase cooperation among team members.
·      Work more effectively with other teams in the organization.
·      Increase team members’ respect for one another’s individual differences.

            I believe all teams could benefit from high-performing organization. For instance, in my organization, the medical field, you can find that in order to make a day work, each person needs to be in agreement as to what their roles pertain. High performing teams depend a whole lot on their clear communication and vision towards a common goal. And although, conflict is a “necessary evil,” in the long run it will teach the team to “solve conflict” in more effective ways. Thus, without a specific plan, my organization would be a chaotic team.

            Nevertheless, at this point, my organization could definitely use a similar activity as my sometimes, the front office assistants and back office medical assistants do not work collaboratively. On the contrary, we lack on trust when one of them finds something to be in disagreement and instead of fixing the conflict with that person, they rather accuse the person with a higher authority. In other instances, our team does not take risks or we are not “peak teams’” as we do not have each other’s back. And lastly, we do not carry though as a team, as some team members want to gain personal recognition over anything.

References

Brown, D. R. (2011). An experiential approach to organization development (8th edition.). Upper Saddle River, NJ: Prentice Hall.

Chao, M. (2008). Eco Seagate 2008 1/3 [YouTube Video]. Retrieved from https://www.youtube.com/watch?v=zCOfOFMiLtE&feature=youtu.be

Chao, M. (2008). Eco Seagate 2008 2/3 [YouTube Video. Retrieved from https://www.youtube.com/watch?v=Etwuap-_Azk

Miller, D. L. (2003). The stages of group development: A retrospective study of dynamic team processes. Canadian Journal of Administrative Sciences, 20(2), 121. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/204869662?accountid=27203

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A630.8.4.RB – Build a Tower, Build a Team

Do you agree with Tom Wujec's analysis of why kindergarteners perform better on the Spaghetti Challenge than MBA students?

            I can see Mr. Wujec’s analysis to be very interesting and important in this study. I believe children have this wonderful ability to perform without having the regard of the possibility of failure. I’m thinking that this plays a crucial role in why the kindergarteners perform better.  Usually, kids do it for “fun”, whereas MBA students may be more interested in the finite reasons to accomplish this task.

Can you think of any other reasons why kids might perform better?

            I think that the kids perform better, because they are not concerned with failing and taking chances on their structures. These children are not trained to find the single right plan; they are focused on building prototypes.  Rather, many different types of spaghetti structures. 

In your view, why do CEOs with an executive assistant perform better than a group of CEOs alone?

            I believe that this is in part due to the fact that this individual helps to assist in performing daily functions that the CEO may not be used to performing. Many CEO’s are so busy handling business and conducting meetings that his/her assistant performs many of the day-to-day functions that facilitate his/her role.  Without an assistant it may be next to impossible to complete all of the functions required to operate in a position of this stature. Hence, CEOs tend to perform poorly without their assistants when it comes to building a marshmallow tower.

If you were asked to facilitate a process intervention workshop, how could you relate the video to process intervention skills?

            In the Marshmallow Challenge, the successful spaghetti towers would not be possible without continuous testing and failing. Success and failure must be celebrated with equal enthusiasm and that as leaders we must encourage continuous risk-taking. Therefore, I would request individuals to come out with the most creative solutions and would make it about gathering ideas more so than competing against each other for better results.

What can you take away from this exercise to immediately use in your career?

The best take-away from this exercise is the reasoning that risks taking is a good thing. We must encourage each other to take risks every now-and-then in order to come to more elaborative solutions.

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A630.7.4.RB – Mastering the Art of Corporate Reinvention

Michael Bonsignore, CEO of Honeywell, states that Honeywell will not be an extension of the old Honeywell or Allied Signal. He is creating a new culture that blends the best of the merged companies of Honeywell and Allied Signal. He says that Honeywell will compensate and reward people that look for best practices from both companies in creating a new corporate culture and punish those who do not. Do you predict Honeywell will be successful?

            I think that he may be successful. Any time a newly merged corporation seeks to bring the best practices of both entities into the new business, rather than the larger of the two simply absorbing the other into its fold, there is a greater chance of success. However, I do find his supposed effort to punish those who do not bring best practices to the table slightly alarming. I think that rewarding employees for hard work, best practices, or new ideas is a powerful incentive, but threatening to punish those who do not may be a fearful deterrent from productivity. It remains to be seen if the merger will prove successful, but I think it does have the opportunity to be just that with some slight adjustments in phrasing and methodology.

What barriers do you see based on what you observed in the video?

            Some of the main barriers will be bringing in members from two different companies while merging them into one. Even if they try to preserve the "best practices" of both, one is bound to prove at least slightly dominant to the other and there will be casualties along the way. Working together and eliminating bias will be the best way to overcome this otherwise obstacle. The other problem they may face is an identity crisis. The hopes is that the new business can come up with set goals, policies, values, and articulate a clear vision fast enough that everyone can come on-board and work toward its success.

What critical success factors should Honeywell consider as it crafts its organizational strategies around a new culture?

            Honeywell should consider behavioral, structural, and technological (change) factors in relation to the new organization as its strategies are created and a new culture results. These different elements must work together in an effort to create a new company with set values. The biggest factors for success will be the people who work for the company. If they are driven and the goals oriented with their values and perception of where the company should be headed, then success would be more likely.

What can you take away from this exercise to immediately use in your career?

            I think the strongest factor to remember from this is that mergers are hard. Having positive leadership that seeks to retain the best elements from the individual companies and motivate employees toward success is integral. Hopefully, I can take these lessons and apply them within future managerial leadership capacities.  

References

PBS (2011). Mastering the art of reinvention. Video presentation. Retrieved from http://digital.films.com.ezproxy.libproxy.db.erau.edu/play/BB94P2

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A630.6.4.RB – 50 Reasons Not To Change The Tribes We Lead

            Today, if I hear someone presenting one of the fifty excuses not to change, it really aggravates me because I feel people are so closed-minded. Nevertheless, a few years ago, that would have probably been me as I used to have a big problem when it came to changes. I have to admit that is not all gone, as I continue to battle my fears to change but I really push hard to be optimistic about new challenges. The one saying I really dislike some colleagues using when change is approaching is, “that is not the way it is done, and you have to follow the same procedure.” When I am at work and I find myself with an old system that could potentially be changed for the best and others can benefit from it that is when I like to work harder to make changes. Needless to say, it is easier said than done. Usually, my coworkers, or employees who have worked in my organization for a longer period of time show very little patience and resist the idea of change. That makes me angry because I feel I should be the one fitting against it yet, I push forward to change.

            When growing up, as it was the usual, my father used to change me from schools very often. In order to make him stop, I would try to come out with any excuse to make him reason that his idea was wrong. In one opportunity, I remember clearly, I told him, “we’re doing all right as it is” (Watkins, 2011) there is really no reason why we should move again. I felt as if he was taking a huge part of me and living it behind. In the end, all his effort thought me good lessons and made me a better person. As it is mentioned by Donald R. Brown (2011), everyone goes through a series of phases when it comes to change and that is, “change introduced, forces identified, direct conflict, residual resistance, and change established” (p. 145).

            “Changing an organization involves modifying its existing systems, structure, and culture to some different standard or level of performance. The purpose of change is to increase the organization’s effectiveness or even to ensure its survival” (Brown, 2011, 146). Therefore, in order to overcome the thinking that create the negative responses to change, I usually concentrate on the positive aspects that this change will bring. In some occasions, change is necessary and leaves us no option but to take it. In that regard, I take change as a means to survive or as a means to get where I really want to be. Change in my opinion, should be taken as an opportunity to explore other horizons. Sometimes, we are too narrow sighted and we forget to check the “big picture.” Overthinking about the stresses of change can only bring frustrations, and sometimes is necessary to jump into the unknown without asking questions and follow you gut instinct.

            Do tribes drive change? Seth Godin had a really good point about tribes. He stated that people that have an idea are going to find something worth changing and assemble a tribe and spread the idea, which in turn spreads the movement. Change can only happen if the leader is able to convince a tribe that what is about to change is worth the challenge, and not merely forcing the tribe to make those changes. Therefore, when I am at work, I will always strive to provide people time to assimilate the changes instead of suddenly abruptly changing their routine.

References

Brown, D. R. (2011). An experiential approach to organization development (8th edition.). Upper Saddle River, NJ: Prentice Hall.

Watkins, D. (2011). 50 reasons not to change. Retrieved from

https://prezi.com/z2v2cvo4t9tc/50-reasons-not-to-change/

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A630.5.4.RB – NASA Culture Change

Why did NASA Administrator Sean O'Keefe address NASA employees to describe the plan to bring about proposed changes to NASA's culture?

            The NASA administrator, Sean O’Keefe tried to address the ways NASA could make progress to improve values and culture. Mr. O’Keefe suggested that NASA already instills high values in and around their company culture from a survey standpoint, but there continues to be room for improvement. He goes on to mention there are three things good organization needs: respect, safety practices, and someone to witness it. Initially, respect for each other and the work completed at the work place, resulting in communication improvement. Secondly, safety practices need to be followed to a more strict protocol. This should be a fundamental requisite to employee day-to-day actions. Moreover, a good way to start the safety practices process with the “yes, if” mindset, because it sets a positive tone. Last but not least, someone needs to notice it. The reason this is important is because employees appreciate being recognized for their efforts and exemplar behaviors. 

Was he believable? Is it important whether he appeared to be believable?

            This video about the changes at NASA shows how highly intelligent Sean O’Keefe really is and how much he cares for his company and people. And, he wants what is best for the administration and the future of this country. However, his speech is not trustworthy because it does not come from his heart. It is a fact that he wants the agency to improve; yet, he does not show the capacity nor the willingness to do whatever it takes to get there. Rather, an air of bureaucracy with an undercurrent of timelines and expectations surrounding deliverables, i.e., programs, successful products, and better shuttles is heard. In short, it sounds like his passion is not for the people and what happened in them that allowed the tragedies to occur.  He said, “This is about a much broader approach of values” (CSPAN, 2004). He stated that safety and integrity should be proven in everything they do; yet, is he willing to hear news about a launch being delayed because of a safety concerns?

            Absolutely yes, visual believability is extremely important. It can be the difference between the employees accepting O’Keefe’s message or writing it off as public relations damage control. Gerald M. Nosich said, “ Critical thinking, in the fullest sense, results in belief. It even results in action” (2012, p. 10). On another note, something very appealing about the video is the audience, which seemed to be distant, disengaged, uninterested, and certainly not passionate about taking steps towards culture change.

Why did he talk about NASA values?

            Values are key to the success of any organization. For example, in my organization, we value customer service and teamwork and therefore, we focus all are hard work towards achieving such values to improve the quality of our work and organization. Ideally, the daily decisions people make and overall success of a company are rooted in the values they hold most important to them. Such compromising values lead to an agreement for quality. O’Keefe emphasized that NASA had rich values but they need to be focused upon all aspects of their work.  This could potentially lead to a higher standard of employees’ productivity, equality, and dedication to safety. Talking about NASA's values drew upon their rich history, creating a positive sense of nostalgia but also calling upon members to adhere to them to ensure that another disaster like that never happens again.

What can you take away from this exercise to immediately use in your career?

            If there is something to take from this exercise towards my career is that safety comes first in anything. As a medical assistant and hopefully future doctor, there is nothing that should matter more than the safety of our patients. In order to apply safety, the need for organizational planning is imperative. Additionally, employees’ commitment to do so is a must. “To be successful in the twenty-first century, organizations must have flexibility and the ability for rapid transformation. However, many organizations move along a well-worn path, and problems are often concealed or hidden” (Brown, 2011, p. 116). Lets not wait until the last minute when things are already wrong to do something about, and instead, lets create a culture where organizational safety is the preferred norm.

References

Brown, D. R. (2011). An experiential approach to organization development (8th edition.). Upper Saddle River, NJ: Prentice Hall.

CSPAN. (2004). NASA Cultural Changes. Retrieved from C-Span.Org: http://www.c-span.org/video/?181348-1/nasa-cultural-changes

Nosich, G. M. (2012). Learning to think things through: A guide to critical thinking across the curriculum (4th edition). Boston, MA: Pearson.