Discussion Board 2

Hello,

Great job!

I have been on different committees on my job, we all know the goal that we are trying to achieve, however, some team members let their individual goals get in the way of the goal of the organization. This caused the team to get off track. As you stated, “distractions good/bad arise and depending on the distraction, a person can get totally side tracked and forget the goal.”

            I agree with you that when people work together for the benefit of all, there tends to be more focus on accomplishing tasks. When you are on a team, for example, a football team, everyone need to stay focused on the goal, which is to win the championship.  Locke and Latham (1984) identified goal-setting to increase both the skills and the confidence of players in competitive sports. Burton and Raedeke (2008) argued that goal-setting not only amplifies talent, processes, productivity, but also affects performance through focus and concentration.

            When the players focus on their personal goals, this can be a distraction from the team reaching the main goal. This can cause goal displacement because they are focused on personal goals and not the goal of the team. Like you stated, people that have their own ends as the ultimate goal will not cooperate with others to help them all meet the group goal.

      Nicole (1989) argued that athletes have at least two different ways of building their capabilities: to be task-involved or to be ego-involved. When task-involved, a player’s main purpose revolves around task mastery, gaining skill or knowledge, exerting maximal effort and performing ones best. When ego-involved, players are concerned with the adequacy of one’s ability and the demonstration of superior competence. Ego-involved players perceive a successful event when they think that they performed better than the others or equally with less effort (Balaguer et al., 2002).

References

Team goal-setting involves more than only goal-setting

Arraya, Marco António; Pellissier, René; Preto, Isabel

Hello,

Very good job, I got a lot of information about scenarios form thisYou do need some key individuals, preferable some that have multiple experiences in the different scenarios to help with the scenario planning. Together they can determine what issues that could occur, using what is known now. They do need to be focused and get a visual of the future, the environment is moving at a fast pace, scenario planning will help organization get a better understanding of how to handle issues that may arise.

Corporate foresight is a source of future competitive advantage. According to Rohrbeck et al. (2015, p. 2), it “creates value through providing access to critical resources ahead of competition, preparing the organization for change, and permitting the organization to steer proactively towards a desired future”.

As organizations seek to remain agile in an uncertain environment, corporate foresight tools, such as scenario-planning, may prove useful in strategic decision-making. Corporate foresight requires organizations to incorporate three practices in decision-making by perceiving the drivers of change to lessen uncertainty, prospecting what the effects of these signals of change will be on the organization and probing what action the organization should take (Højland and Rohrbeck, 2018).

As you state, the more information you have when you get ready to build your scenarios, the more of an accurate outcome you are going to receive. In order for the scenario planning to work, the information that is being used need to be accurate. “Effective information usage and processing in scenarios require proper understanding of socio-political and economic systemic forces, industry trends and competitor behavior” (Wilson and Ralston, 2006).

Also, the process needs to be appropriate. In multi-step scenario processes, each step has specific skills requirements attached to it (Chermack, 2011). Ineffectiveness in any of the steps, be it the inputs provided, exercises used to develop scenarios or implementation of actions will result in poorer scenario-planning. The time and energy requirements of generating scenarios, as well as stakeholder behavior and scenario-planning team interactions, may also impact effectiveness (Chermack and Nimon, 2013; Cairns et al., 2016). Very Good job!

References

Danielle Meyerowitz, Charlene Lew, Göran Svensson, (2018) Scenario-planning in strategic strategic decision-making: requirements benefits and inhibitors", foresight, Vol. 20 Issue: 6, pp.602-621, https://doi.org/10.1108/FS-04-2018-003