Module 3-2 responses (two needed)
tdeverson8
3-1replyforJasmineguidance.docxPosted by Jasmine--
Understanding and appreciating diverse perspectives of team members that have had experiences different than my own is extremely important in any organization. There is vast diversity in every organization. Everyone has different backgrounds, and life experiences – some even traumatic. With all of the diverse backgrounds, comes different ways to understand and see reality. One way in which I can understand how my team members see reality is by communication. Transparent communication is a way to emphasize each other's shared goals, understand each other's differences, and empower one another through diversity (Johnson, 2021). Not only is communication important, but also listening. Being a great listener can help me understand how others perceive reality. Self-reflection is also a great way to understand other team members' realities, as I can constantly remember to put myself in other people's “shoes”, or in other words, cognitive empathy.
Having a purposeful environment that considers all team members values and beliefs can ensure employee retention, and overall satisfaction. These skills can be developed across the organization by including opportunities for growth and learning, as well as building trust between the team members (Yang-Jun et al., 2023). Including regular opportunities for group collaborations and team building. In these team building experiences, include a space for judgment-free transparency, and opportunity to express concerns or share experiences (Johnson, 2021). Additionally, always encourage feedback and communication by having regular meetings. These meetings can be an area to express problems, and encourage cognitive empathy (Yang-Jun et al., 2023).
References
Johnson, C. E. (2021). Meeting the ethical challenges of leadership: Casting light or shadow. SAGE Publications, Inc.
Yang-Jun, L. et al. (2023). Promoting collaborative learning in virtual worlds: The power of “we”. Information Technology & People, 36(6), 2563- 2586.
