Thread - 4 Ref

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Chapters 9 and 10 Reflection

Discussion Reflection – Week 4

BUOL 532

Dr. Ronald Spicer

An assignment submitted in partial fulfillment

of the requirements for the degree of Doctor of Philosophy (Ph.D.)

By

Demetrius Johnson

September 21, 2019

University of the Cumberlands

While the information found in chapters nine and ten is helpful, I found my focus consistently aimed at the success of teams. I appreciated learning that conscientious members tend to demonstrate concern for others as well as understand the role of their individual contribution (Robbins & Judge, 2018). More specifically, the potential greater effectiveness of teams divided by this personality attribute may increase outcomes. I have typically attempted to manage those members who do not demonstrate this personality trait. Upon reflection, I am reconsidering this type of decision as the text outlines the lower productivity due to potential increased conflict within the group and the compromise made by those with high degrees of conscientiousness to accommodate those with lower degrees of conscientiousness.

The role of openness to experiences is also of great interest. The increased levels of communication when experiencing conflict may generate more ideas when members of the team are open to new ideas and experiences. I can’t recall the number of times this has been described or experienced merely as difficult people or unwillingness to change. Identifying the inability to be open may make a difference in the way I construct teams in my organizations. In many scenarios, I have rearticulated expectations and put the group back on task. The text gives me permission to create groups where these issues are avoided rather than mitigated.

Openness and conscientiousness are both important, but perhaps most important is the desire to be a part of a team in the first place. Far too often, members of the groups or teams have (at least one person) who openly complains about being on “one more committee” and suggests the group interference with their ability to complete other work. Frankly, perhaps it’s time to give that employee what they want – not to work in groups. Honestly, forcing these individuals on other members of the group just creates more conflict and undermine the work of the group.

As outlined in Robbins and Judge the emotional investment in one another of team members predict team outcomes (2018). The cohesion within the team makes an enormous difference. When people are willing to share credit and blame; demonstrate self-awareness and empathy; and focus on the success of the project, the group can experience success. As I have alluded to through-out, supervisors/managers/leaders should not examine the variables of the team size, composition, diversity etc., but instead work diligently to ensure success by creating the right type of climate. This may mean developing the skills of members of the team and rewarding the behaviors that most closely align with organizational values. In some ways, employees need to leave their personalities at home and come to work ready to focus on the job.

Reference

Robbins, S. & Judge T. (2018). Essentials of Organizational Behavior. Boston, MA: Pearson.

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