A632.3.4.RB_DiazBrian

Distance learning has its challenges.  More often than not we never see the faces of the people in our classes or get to meet them in a traditional sense.  With electronic communication it is difficult to get a sense for what someone is writing behind a keyboard or phone.  It is easy to misinterpret one another if we “misread” the intentions behind someone’s words.  One thing I struggled with when I began this program was working in teams.  The reason being was that I was making assumptions about my team members before I even gave myself the opportunity to get to know them or for them to prove themselves.  What I had to do was take a step back and that’s when I realized that I was actually doing this on a consistent basis whenever I met someone new.  I came to the conclusion that my assumptions were not only unfounded but unfair.  Hoch & Kunreuther (2001) wrote “The mechanism by which frames exert their influence on our thinking are complex and only partly understood.  Nonetheless, their efforts are clearly visible in the form of well-documented mental traps” (p. 137).  I was guilty of frame blindness because I was not conscious of the fact that I was assigning conjecture on others before getting to know them.  By doing so I realized I was being hypocritical.  I know what it’s like to be judged for the color of my skin or the texture of my hair.  I had to deal with it as a child when I first came to Florida in the early 80’s.  At that time there was a very small Hispanic culture here.  I wasn’t naïve as to why I was being left out by other kids when it came to socializing and fitting into to the “in crowd”.  I thought about this and really felt bad about the frame I was using when meeting new people.  I treat everyone with respect first and foremost, that is a value I have always had.  However, now I don’t bring any preconceived ideas to the table when I see or encounter someone new.  I think about how it made the 8 year old me and it has changed my outlook on others.  Funny how when you look at things from a different perspective you can gain a new outlook.  I treat everyone as an open book now and let my experiences with them write our story.  This is now how I perceive others, not based on a single frame.

I’m not certain why critical thinking was not emphasized more in my earlier education.  Until I started my Master’s I can’t honestly say I used critical thinking effective and to my advantage.  When I first started to work as an academic advisor I made mistakes.  I was able to learn from these mistakes and use them as learning opportunities.  My director actually called me to her office one day to discuss a mistake she noticed I made.  This mistake caused a student to take a class he didn’t need for his degree program.  He self-enrolled in a course and I confirmed his enrollment without checking to see if it applied to his degree program.  I wasn’t asking any questions, I just trusted he knew what he was doing.  My director helped me to identify and change my inadequate frames.  She challenged me to question my frames.  Was I doing my job as effectively as possible?  Was I using the right frames to resolve issues I was facing?  Was I generating solutions with my frames?  The answer to all of these were no.  Luckily for me, my director was not a manager, she was a leader.  She used this instance as a learning experience for me and did not make feel bad about what happened.  She explained to me the importance of being thorough and not to be afraid to ask questions.  This was one of the first times anyone had ever taken the time to teach me rather than manage me.  Gallo (2010) wrote “Mistakes play a critical role in leadership development. ‘The best kind of mistake is where the costs are low but the learning is high,’ Schoemaker says. If the error was a result of a poor decision, explain to your boss and other interested parties how you will avoid making the same or a similar misstep in the future” (para. 6).  I experimented with my frames and devised a new process of improving my responsibilities.  I grew from this experience and was able to learn a valuable lesson at the same time.

I have a love hate relationship with technology.  There is so much information at our fingertips today that it can be hard to remain focused sometimes for any length of time.  I am constantly looking for new information and ways to improve.  On Twitter I follow sites such as Fortune Magazine, Forbes, Inc., and the Wall Street Journal.  All of these accounts offer great articles on leadership and management.  I love reading about all of the different perspectives, from different backgrounds, and different environments.  It has been a great help for me to learn to use multiple frames.  “Once you have surfaced your frames and identified potential weaknesses, you need to develop the capacity to synthesize and create new frames” (Hoch & Kunreuther, 2001, p. 148).  By observing the frames of others, I have been able to incorporate ideas I never would have considered in order to challenge myself to grow.

 

I want to challenge myself to use more resources other than online to gain new perspectives.  I really enjoy going to libraries, yet I hardly ever do it now.  At UCF, it was my favorite place on campus.  I am really busy what seems like 24-7 but I would also like to make more time for networking.  I am now working as an instructional designer for the university.  But here’s the thing.  I don’t have any instructional design background.  I also didn’t have any advising or paralegal background when I was in those fields yet I learned from being on the job.  I challenged myself.  I worked at being good at what I was doing.  It will be no different in my new position.  I have learned that there are framing traps which I can overcome.  I have learned that it is possible to avoid those traps.  The only constant is change.  My frames should be no exception.  Evolving and to striving to become better in everything I do is my own personal challenge.   We should all constantly challenge ourselves.  Stepping out of our comfort zones and being willing to take risks are what separates good leaders from great ones!

Gallo, A. (2010). You've Made A Mistake. Now What? Retrieved from https://hbr.org/2010/04/youve-made-a-mistake-now-what/

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

A632.2.3.RB_DiazBrian

I am an Apple devotee.  I have bought into the culture hook line and sinker.  I love all things Apple.  I own an iPhone, an iPad, an Ipod, and an Apple TV.  Surprisingly I do not own a Mac but only because of the compatibility issues there are with it, for me it is easier to use a regular PC.  When I learned that Apple was coming out with a watch I just knew that it would be the newest member in my Apple family.  That is, until the product launched and I was inundated with the overwhelming amount of choices I would need to make just to own one.  There are three collection to choose from.  Easy it seems at glance but that is just the tip of the iceberg.  There are 38 models to choose from $549 to $17,000!  Since the product was new I could make two choices.  I could make an expedient decision on which Apple Watch to buy or I could make a reflective decision once it had been out for a while and I could do more research.  Hoch & Kunreuther (2001) wrote “Patience and expediency are two different approaches to decision making.  At the risk of oversimplification, we characterize the former as Eastern and the latter as Western” (p. 105).  “The Eastern approach is reflective, taking time to consider carefully, while the Western approach focuses on deciding and acting quickly” (Hoch & Kunreuther,2001, p. 106).  Fortunately for me, I opted for the Eastern approach.  Since this was a brand new product I decided it was best to wait before I decided to buy.  This allowed me to read multiple reviews from such sources as CNET, Engadget, and Mashable.  In the end, I decided against buying an Apple Watch all together.  This initial production does not have a very good battery life (must be charged daily), had a limited app ecosystem, and was expensive.  Just like the first iPhone.  I have decided to wait a few years before I commit to one. 

  

In the video “How to make choosing easier”, Sheena Iyengar discussed how choice overload affects our decision making.  Through research, Iyengar discovered that choice overload reduces engagement, the quality of our decision making, and our satisfaction with the choice we have made (Iyengar, 2011).  Just today, I needed to run to CVS to buy a new razor.  I typically buy my razors from Target.  I know the exact type I want and the choice is easy.  I walked into CVS and they didn’t offer the razor I normally buy so I had a choice to make.  Go out of my way to Target (about 30 minutes away) or pick a new razor.  I went with the latter.  Now came the hard part.  There were about ten different brands/variations of razors to choose from.  There were too many choices.  I finally picked one, headed home and shaved.  I was disappointed from the moment I opened the package.  I did not like the way the handle felt in my hand.  I also wound up nicking myself.  I made what turned out to be a poor decision and in turn I was not happy with my purchase.

Iyengar identified four methodologies to help us improve our decision making experiences.  The first is that less is more.  Why have 38 different Apple Watch models to choose from when ten would do?  The next methodology is to concretize or make our decisions specific.  Do I even need a watch?  Categorizing was the next methodology that we can use to make our decisions easier.  Am I going to use this watch to track my fitness or as a fashion accessory?  The final methodology explored was the condition of complexity (Iyengar, 2011).  Watches historically have served one purpose.  To tell time.  What this watch was introducing was a new way for us to manage our lives.  Notifications, physical activities, maps, emails, texts, all on our wrists.  But isn’t that what our phones do?  

Hoch & Kunreuther (2001) wrote “Most decisions have three stages: (1) variable identification, (2) variable valuation, (3) information integration into an overall evaluation” (p. 100).  I relied on my intuition as well as expert testimonials in deciding whether or not the Apple Watch was for me.  I could have used this watch as a tool to remind myself to get milk on the way home or to schedule my meetings.  I could have used it to receive my latest Facebook updates or to check the weather.  Or, I could have used it to check the time (but who would use it for that?).  But as I mentioned earlier, I can do all of that on my phone.  Smith (2015) wrote “After two weeks of wearing the Watch, nothing has changed. I wear it, but I'm not gaining anything from the experience. My phone is typically nearby. Perhaps I'm just not a smartwatch kind of guy. I like to wear a watch, but when it's the Apple Watch, it's not giving me enough bang for my buck” (para. 9).  I am happy with the decision I made.  I think that the Apple Watch has room for improvement.  I may consider a future version if they make it more affordable, user friendly, and unintimidating to choose from.  After all, I know that I will be a lifelong customer.  Fortunately for me, in this instance, I choose the Eastern philosophy of reflective decision making and didn’t let my emotions spend $600 without having a big picture view of what the watch represented.  

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

Iyengar, S. (2011). How to make choosing easier. Retrieved from http://www.ted.com/talks/sheena_iyengar_choosing_what_to_choose  

Smith, M. (2015). I regret buying an Apple Watch (and I knew I would). Retrieved from http://www.engadget.com/2015/05/13/apple-watch-buyers-remorse/  

A632.1.4.RB_DiazBrian

From the moment we raise our heads from our pillows in the morning until the very moment we lay them down to go to bed at night, we are faced with making decisions.  Can I hit snooze on my alarm for the second time and still make it to work on time?  What should I eat for lunch?  If I start watching a TV show late, will I get enough sleep and make it through the next day at work?  These are all decisions we might face on a daily basis.  Hoch & Kunreuther (2001) wrote “The dilemmas of choice in the face of an uncertain and complex world have long been the focus of religion, literature, and philosophy” (p. 8).  How we reach our decisions can be based on our decision making processes, the amount of thought we assign to the possible outcomes, and our emotions.  I for one have been known to let my emotions guide my decision making.  I consider myself to be quite analytical about certain things but as I reflect on recent decisions, it is apparent to me that there is a more structured methodology to decision making.  For example, I would like to buy a new car in the next year.  I have been spending my spare time researching makes, models, dealerships, and financing options.  My intention is to make the most educated decision possible in preparation for this purchase.  But why am I only applying this logic in one area of my life and not the others that involve critical thinking?

In another recent example, I was faced with a tough decision to make.  I was working for the university as an advisor for almost three years.  I loved working with students, helping them with their issues, and working with them through graduation.  I was presented with an opportunity to apply for an open position in a different department but doing so would negatively impact my team.  One of the girls on our team was a getting ready to leave on maternity and if I was offered the position my team would be down two members instead of one.  With the amount work we all had individually, it was going to be difficult for us to perform our current roles with just one team member out let alone two.  I felt guilty about exploring this possibility because of how dedicated to my team I was.  The first thing I did was request a meeting with my director to let her know I was interested in exploring this opportunity.  She didn’t seem thrilled by the idea that I might leave our team.  I explained that I felt that I could further develop myself professionally by exploring this opportunity.  I spoke with a friend that actually worked in the department I was going to interview with and she was happy to hear I was going to apply and told that I would really love it.  I then talked to my wife about it.  I even discussed the matter with my mentor.  I then made a list of pros and cons.  In the end, I applied, interviewed, and was offered the position.  I have been training in my new position over the last few weeks and I am really happy about the decision I made.  One thing that stood out to me was some advice I received.  A fellow co-worker said “Everyone that is on your team had the same opportunity to apply for that position.  You made a decision based on what was best for you and your family.  You shouldn’t feel guilty for doing something that is a benefit to you.”  That really resonated with me.  

Hoch & Kunreuther (2001) wrote “most decision makers do not look more than one step ahead, and they do not appreciate the value of future options” (p. 58).  This was not the case in my last example.  However it is an area that I need to consider more in future decision making opportunities.  I don’t consider the future ramifications to the majority of decisions I make.  This is one area for me to improve in.  We learned this week that “There is nothing wrong with solving a new problem by starting with the solution to a similar problem” (Hoch & Kunreuther, 2001, p. 58). 

Being a parent is new to me.  When you have a child he or she does not come with a manual.  There are countless books you can read and infinite information available online but until you have a child for yourself, you never truly know what to expect.  It is on the job training.  Luckily, my wife and I were able to rely on family and friends to guide us with our first born.  By using their experiences and comparing them to our own we were able to base a lot of our decisions based on their challenges.  Using analogies is a great way to gleam how one might go about solving problems. 

When I was young I was pretty reckless, irresponsible, and nonchalant about my attitude.  I didn’t give much thought to the things I did and whether those decisions were right or wrong.  Boy, did I ever do a lot of things wrong!  However, something really good came from making all of those mistakes.  It taught me to make better decisions and fewer avoidable errors.  In my personal life I now base my decisions on how they will impact my family.  I no longer smoke because my family relies on me.  I owe it to them to be as healthy as possible so that I can provide for them.  I also tease my wife and tell her I want to be around a really long time just so that I can continue to drive her crazy J. 

I used to be afraid to ask for advice and feedback from others.  I was doing myself a disservice by not asking for help.  It might have been because I felt embarrassed by not having the answer or by not knowing how to perform a specific task.  Today, I don’t hesitate to ask for help when I need it.  I have been fortunate enough to work on some really great teams with co-workers that were there to lend an ear and provide feedback.  In my case, it was fear that initially kept me from asking for help.  Fortunately, I am no longer in that position.  I think it’s invaluable to be able to rely on others for help when making difficult decisions.

Moving forward I plan to give more consideration to the effect my decisions have on the future.  I plan to apply the same critical thinking process I use for purchasing big items as I would for challenges that might arise in my organization or my personal life.  I will evaluate the implications my decisions will have if I make an error however I will be cognizant to still use as much feedback as possible to reduce any errors I might make.

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