A631.9.2.RB - Video Debrief of Team MA

There is a great and interesting documentary title Steve Jobs Brainstorms with NeXT Team. This documentary takes a closer look at the interaction of Steve Jobs and his team after leaving Apple Computer in 1985.  Steve Jobs decided to start over and founded another computer company named NeXT.  Jobs had a handful of his most trusted employees, and sought to build a computer that can compete in higher education markets. However, the company immediately faced serious problems, including financing that impacted the resulting computer design, sales, and ultimately the direction of the company (Nicholson, 1993). I was able to learn and take an inside look at Steve Jobs company culture and how he lead a start-up company. Leadership is constant process of improvement and learning from the mistakes.

I was fortunate enough to complete The Management Assessment Profile from NextSteps research. This assessment describes the candidate when situated in a large dynamic venture business environment. According to NextSteps research the attributes most important to success in this environment are: Achievement, Innovation, Independence, Financial Metric Usage, Need for Recognition, Multi-Tasking, Tolerance For, And Ability To Assess Risk. I was categorized as Confident, Extroverted Logistical Leader. This indicates that logistical leaders exhibit a team-oriented leadership approach.

 In summary, Steve Jobs was one of the leaders in the technology sector. Steve Jobs was well intentioned but had a faulty leadership structure and created an environment that cause stress and confusion within NeXT. Ultimately, he was able to overcome the failure and become wiser.

Nicholson, D. (1993, Nov 23). Book world; how Steve Jobs hexed NeXT. The Washington Post (Pre-1997 Fulltext). Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/307691153?accountid=27203.

Nathan, J. (1989, Mar 17). Entrepreneurs [Video file]. Retrieved November 26, 2012, from https://www.youtube.com/watch?v=loQhufxiorM&feature=relat

A631.8.4.RB - Reflective Analysis

Completing the Myers Briggs Personality Type Indicator (MBTI) was very informative. If you have not taken the MBTI, I would recommend to do so by going to the HumanMetrics website. The assessment is based on Carl Jung’s and Isabel Briggs Myers’ typological approach to personality. The results of my MBTI indicate I am an ENFJ: Introvert (6%), iNtuitive (12%), Thinking (19%), and Judging (25%). In researching my results, I found that Introverts tend to be preoccupied with their own thoughts and feelings and minimize their contact with other people. Also, Intuitive means having the ability to understand or know something without any direct evidence or reasoning process. In my results I had a slight preference of Thinking over Feeling.  This means that I make a decision mainly through logic. Lastly, I have a moderate preference of Judging over Perceiving. This suggests that I organize all of my life events and, as a rule, sticks to my plans. This personally test was an eye opener and it gave me an insight into my personally and how I can use this as a leader. My results seem very accurate to me so I was not surprised. What I was so surprised is how I have change through out the years. I used to be more of an extravert than an introvert. I have gone through a lot of changes, from starting a new career to starting a family; I can see how my results reflected the changes.

This is personally assessment is a great tool for leaders because it lets you see how people learn and interact. Leaders can use this to build high performance teams. The MBTI helps the manager see the personality type distribution of their teams, to understand how their employees’ personality preferences differ or not (McKnight, 2014). MBTI is a resource that can be used to achieve effective communication with other people. According to Pearl Young (2001), who leads virtual teams, said that better understanding of different leadership styles makes the communicating process easier. I agree with this statement and it is essential for leaders to be more self-aware as well to have a knowledge and awareness of others.

In conclusion, taking the MBTI will definitely in the following areas: being more self-aware, having an awareness of other, and assisting in the communication strategies. Being a leader means we must find innovative ways to grow and to help your team grow. Using the Myers Briggs Personality Type Indicator can be a great tool and help you see things from a different perspective.

Reference:

McKnight, S. (2014, May 6). How You Can Use Myers-Briggs Type Indicators® to Be a Better Manager. Retrieved December 13, 2015, from http://www.halogensoftware.com/blog/how-you-can-use-myers-briggs-type-indicators-to-be-a-better-manager

Young, P. (2001). Leadership and the Myers-Briggs Type Indicator Using MBTI in a Team Setting. Retrieved December 13, 2015, from http://www.au.af.mil/au/awc/awcgate/dau/youm-a.pdf

A631.7.4.RB - Future of OD

Given what you have learned over the past two courses, what do you see as the future of the OD discipline?

     Throughout the ERAU course: MSLD 630 and 631, I was able studied and learn about how organizations are effected by global markets and cultural changes. Some of the takeaway from the Brown text, were the five stages of organization development: Stage 1 – Anticipate the need for change, Stage 2 – Develop the practitioner-client relationship, Stage 3 – The diagnostic approach, Stage 4 – Action plans, strategies and techniques, and Stage 5 – Self-renewal, monitor, and stabilize. Organizations are constantly changing and leaders are faced with the demand to continue organizational growth. Organization Development (OD) is a growing, developing, and changing field of study (Brown, 2011).

     It has been over 45 years since the term Organization Development (OD) was first used was first used in print to refer to that distinctive profession and consulting practice which aims to help organizations become more effective by means of systematic interventions focusing on organizational culture, processes and structure (Joseph , 2014). According to Brown (2011), OD is a means for changing organization systems and revitalizing them in line with the needs of the individuals within the system and environmental constraints. This is a field that in my opinion wills continue to grow and adapt to global demands. Brown (2011), suggest the field of OD is currently and will likely always be in transition if it is to remain relevant.

     As leaders we are constantly changing, adapting and being more innovative than ever before. OD is an ongoing systematic approach in implementing effective organizational change and continues to grow. I agree with Brown (2011) when he said the organization of the future would be different from today’s organization.

     We need to be ready for change, because change is a continuing process. Every organization exists in a continuous state of adapting to change (Brown, 2011). According to Brown (2011), organization development is an ongoing process because an organization cannot remain static and be effective. This is the mentally we leaders need to have; not getting complacent is a good way to always stay on the move toward a future of change. I have learned many great techniques and skill from these courses and look forward to implementing then in my professional  and personal life.

Reference:

Brown, Donald R (2011-01-11). Experiential Approach to Organization Development (8th Edition) (Page 426). Pearson HE, Inc.. Kindle Edition.

Joseph, B. (2014). Posts. Retrieved December 7, 2015, from https://www.saybrook.edu/rethinkingcomplexity/posts/11-16-13/new-era-practice-organization-development

A632.7.4.RB - Collaborative Decision Making

Collaborative Decision Making

Napoleon is reputed to have said, “Nothing is more difficult and therefore more precious, than the ability to decide” (Evans, 2009). Decisions are part of our everyday life, from waking up to what to eat. Every single person is faced with making many types of decision; some are hard and some easy. No decision is the same and some carry unpleasant consequences. The Wharton text outlines specific frames, which are the combination of the beliefs, values, and attitudes we use when we make decisions (Hoch, Kunreuther & Gunther, 2001). These frames impact our decision making process and understand of situations. By understanding and analyzing these frames we can become better decision makers. Being patient and seeing the options from different perspective will aid in the decision making process. President Dwight D. Eisenhower evidently once said: ‘the most urgent decisions are rarely the most important one’s (Krogerus, 2012, p. 10). As leaders, we must be able to prioritized, situate and make decisions at the right level.

Many hard-hitting decisions are not made alone. Getting stakeholders involved in the decision process is an essential part of leadership. Creating an environment where collaboration is encouraged also is extremely important. Brown (2011), suggests that collaboration is not automatically happening, but it is possible with the use of team development techniques. Developing a team to depend on collaboration can help you make a better decision.

A specific situation where I was faced with a difficult decision was when I selected my next duty assignment. Even though this could essentially be an easy decision, it turned out to be a challenge. I was deployed and away from my family in a totally different time zone. My decision had to take into consideration my career and family. I was lucky enough to have great mentors that I could ask for advice and relay the information to my wife. I took a systematic process to my decision-making. I looked at the pros and cons of the decision and compared them with the choices presented to make the best logical decision. In the end, the decision to move to Tennessee was the best choice I could of made. The help that I received from my family and stakeholders made the decision process painless.

This experience helped me grow as a leader. I was able to utilize my resources to come with an efficient and effectual decision. Some of the takeaways from this experience are 1) Be patient and ask for help, 2) ask someone with more experience about their decisions and how they went about making the decision, 3) look for outside stakeholders for support, 4) be transparent to your stakeholders, and 5) pay forward what you learned to others in the future.

I was able to achieve my objective because I had stakeholders that care about my career and wanted to see me succeed. Bringing my family into the decision making process made me see the options from a different perspective. Looking back at my decision I made I can say there is little I could of done better with the situation I was in. Because I was deployed, I could not travel to the location I was being offered to make sure this is where I wanted to end up. I did, however, learn many things that will help me in the future. Currently, in about six months I will be faced with the same situation of changing my duty station. There are three things that I have already changed for my upcoming decision. One, don’t cut yourself short; see what’s available. Two, don’t be afraid to ask the hard questions; I was timid and scared to ask a question in my last experience that may have restricted possibilities. Finally, do what is right for your family and your career. Decisions are not easy, but there is always a right and a wrong one. I understand this clearly and ready to take charge of my future, no matter the consequences.

Reference:

Brown, Donald R (2011-01-11). Experiential Approach to Organization Development (8th Edition) (Page 264). Pearson HE, Inc.. Kindle Edition.  

Hoch, S.J., & Kunreuther, H.C. (2005). Wharton on making decisions. (1^st ed.). Hoboken, NJ: John Wiley & Sons, Inc.

G. Edward Evans, (2009) "Decision making", Library Management, Vol. 30 Iss: 6/7

Krogerus, M., & Tschappeler, R. (2012). The decision book: Fifty models for strategic thinking. New York: W.W. Norton &.