A631.3.4.RB_DiazBrian

I recently celebrated my one year anniversary with Embry Riddle.  I also received my first annual performance review.  Unlike my last employer, my supervisor and ERAU as an organization value and understand the importance of goals and how goals and performance are intertwined.  Prior to my evaluation I was given the opportunity to review the evaluation form that would be used in my performance review.  The evaluation form includes a section for Last Year's Goal Results (which for me did not apply to this review), Set Next Year's Goals, and Supervisor Goals for Next Year.

Here are the goals I set for myself for the next year:

1. Continue t develop and build personal relationships with my students in an effort to provide the highest quality of service possible in order to effectuate maximum student enrollments.

2. Challenge myself to continually improve my daily processes and maximize my contributions to the graduate team enabling us to achieve current and future goals set forth by our Director.

3. Exceed enrollment target goals for each term.

4. Take advantage of any training offered by the university that will enable me to become more efficient in my capacity as an advisor.

Here are the goals set by my supervisor:

1. Successfully maintain a matriculation rate of 75% of students who enroll within one year of admission.

2. Work on a project or team initiative to assist with student engagement and connection to the university.

Wolf (2012) wrote "One of the instruments used by management to ensure work efficiency and a trustworthy relationship between an employee and his manager is the personal feedback. The feedback is usually given to the employee by his superior, and represents an estimate of the employee's job performance and efforts in and for the company."  The feedback that I received as part of my evaluation really inspired me to want to commit myself to do everything within my control to accomplish our team goals.  I think the same could be said for the other members of my team.  Upon completion of our evaluations, we took it upon ourselves to meet independently of our supervisor to discuss action plans to meet our future goals and to solicit feedback from one another.  Brown (2011) states "Employees are more committed to self-set goals than to goals assigned by a manager.  This is not to say that the manager is a passive bystander when employees set goals but that the manager and employee are mutually involved in setting goals." (p. 321).  This is true of the communication between my supervisor and the rest of my team.  I consider myself fortunate to work with such a great group and to be part of this team. 

I think Brown's contention that "Eighty five percent of younger workers wanted frequent and candid performance feedback compared to only 50 percent for older workers." (p. 322) is highly probable.  But why?  I think that modern organizations have modeled their companies with an emphasis on high-efficiency teams and have adopted this position in order to become more competitive in today's environment. 

With respect to this course I have tried my best to be active and vocal in order to attain the team goals we set forth in our charter.  While one of our main goals for us was to openly communicate with one another, for us it is one we are still ironing the kinks out of.  Compton, Green, & McComb wrote "Goals alone, however, are not enough. A high level of performance requires that -all- involved parties -have, a- common or overlapping understanding of the group's objectives, their own responsibilities toward those objectives, and the procedures they will use to attain their objectives"
I hope that we all pull together and overcome any initial drawbacks we may be experiencing whether it be due to geographical location, work commitments, or personal commitments.  I think feedback  can be viewed as either positive or negative depending on the type of feedback you receive and whether or not you agree with the consensus.  I personally welcome any feedback be it from my manager or a classmate.  If there is a better way for me to achieve a common goal then I welcome the feedback.  I am open to all suggestions and recommendations.  Some other may not be but for me I treat everything I do as a learning experience and the only thing that I am certain of is that I will never know it all!

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

McComb, S. A., Green, S. G., & Compton, W. D. (1999). Project goals, team performance, and shared understanding. Engineering Management Journal, 11(3), 7-12. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/208972931?accountid=27203 

Wolf, R. (2012). PERSONAL FEEDBACK AS A TOOL FOR GOOD MANAGEMENT. Mustang Journal of Business and Ethics, 3, 113-121. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1260996572?accountid=27203     

A631.2.5.RB_DiazBrian

This week I had the opportunity to work with the members of my team on our Team Charter.  My team consists of: Melissa Mena, Director of Career Services for the College of Business with the Prescott Campus of Embry Riddle; Shannon Compre, Executive Director of Leadership Development for last 23 years at a college ministry; and Calvin Hunter, a C-17 pilot in the Air Force based out of CA, who just recently returned stateside from deployment.

This week we have been asked to answer the following:

1. What behaviors seemed to help your team successfully complete its task?

Melissa initially contacted the group via email and volunteered to start off the assignment as well as submit it.  As a team we communicated both via email and our group discussion board.  We shared our joint assignment via the file exchange.

2. What factors inhibited decision-making or problem solving?

We were unable to make contact with Calvin until late in the week.  He was returning from out of country so it was not for lack or wanting to be able to contribute.  Calvin did email the team and notified us as soon as he had internet connection to let us know he would have his portion completed and he did.  I was more concerned for his safety than the assignment to be honest.  I was glad to hear he had returned home safely and the group is now whole.

3.  How much time was spent on decision-making or problem solving?

For this week our focus was on how we wanted to proceed as a team on future assignments.  Our Team Charter, emails, and group discussions reflect the various conversations and the themes we want to focus on during the course of this term.  Communication was the major theme we discussed.  We also would all like to "meet" during the course of the term using video conferencing, namely Google Hangout or Skype (we are leaning more towards Google Hangout).

4.  How was information shared among team members?

We communicated via ERAU email and the group discussion board in order to complete the Team Charter.

5.  How did issues of authority or power affect the team?

This team did not experience any conflict regarding authority or who was in charge.  I do not anticipate there being an issue with this group over who is in charge or for there to be a power struggle.  I feel a sense of unity from our group as well as a genuineness to work together.  I did suggest that all decisions be reached by group consensus.  If an issue arises I think that we could use intergroup team building to address our concerns.

6.  How did collaboration and competition influence the outcome?

This team did not work in competition.  We worked together to complete our assignment in a timely manner and ahead of our deadline, even with Calvin coming into the group later in the week.  We collaborated and discussed what we wanted to accomplish as a team and set goals.  As Brown (2011) wrote "Group behavior research suggests that cooperation promotes productivity in some situations." (p. 300).  I would suggest that our team working together will promote productivity and embrace this process.

7.  Did the team members make process interventions?

At this time we have not had to have a process intervention.  Will we in the future?  Possibly.  But as of right now the team all seems to be on the same page.  We have openly discussed our expectations of one another, made our goals clear, and have a common purpose.  I think we are off to a pretty good start.  I very much so look forward to working with this team.  I think my teammates' experiences will help me to grow.  With Melissa and Shannon's work experience and Calvin's military background I think we can be a contender for top team this term.  That is not my overall goal as I do not want to turn this learning opportunity into a competition with other groups, however I do want us to be a successful unit.  I think as long as we abide by our team rules and are honest with with one another and not afraid to disagree we can be successful.  Either way I am happy to be along for the ride!

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

A631.1.5.RB_DiazBrian

I find Bill Watkins' EcoSeagate concept intriguing.  The purpose of outdoor labs is to promote teamwork, team development, and communication.  While I would tend to say that the EcoSeagate trip encompasses theses attributes, I don't know that it specifically addresses the organization's needs.  Especially considering the staggering $2 million dollar price tag that comes along with it!  I can understand the concern on behalf of the stockholders for this event based on the fact that there is no quantitative evidence to support the expense.  Brown (2011) notes that "all the labs, despite the setting or the nature of the exercise, have participants involved in activities that require teamwork and allow opportunities to work on leadership and team development.  After an exercise, and normally in the evening, the team spends time with a practitioner critiquing, debriefing, and discussing the exercise and the day's events, with an emphasis upon what they learned." (p.274).  I'm not sure if this was the case with the EcoSeagate trips.  Did they have an OD practitioner to help evaluate their team performances?  My feeling is that they did not.  To me it seems like this outdoor lab was more of a getaway for employees.  An opportunity to travel to New Zealand and test one's self.  It was noted that the participants (200 in total) were selected from a pool of applicants in excess of 2000.  The events highlighted in the videos seemed to be more physically demanding than mentally.  Hiking, biking, and kayaking were some of the events the teams competed in.  In order to participate you would really need to prepare your body for the physical demands.  I could see participants training for this event like it was an Ironman competition.  I think that this team oriented event is highly dependent on individual effort not conducive to team development.  Brown (2011) states that "Team development is an educational process of continually reviewing and evaluating team function in order to identify and establish new and more effective ways of operating.  Team development is an ongoing experience that occurs simultaneously with the work itself."  (p. 271).  If I work as an engineer and I am paired on a team with someone that works in marketing, an office manager, and an accountant, I do not see how helping one another climb a mountain is going to translate into team building within my respective group?

In my organization I have yet to experience an outdoor lab with my group.  We have spoken in the past about possibly participating in some type of outdoor activity but I don't honestly know the level of physicality my team members are willing to endure.  I am actually the only male on a team of seven.  Would they be willing to go rock climbing, tight rope walking, or hiking?  Possibly.  I do feel fortunate though to have these women as my team members.  We all genuinely share common goals and values, enjoy working together, and  take pride in our work.  I feel like we work really well together and would even go as far as to say we are a high-performance team.  There is one concern that I do have that we learned about this week and that concern is groupthink.  Brown (2011) notes "Groupthink often occurs when the members of the group avoid making harsh judgements of ideas put forward by their leaders or colleagues.  In their behavior and thinking, they adopt a soft line of criticism.  The members are friendly to one another and seek complete concurrence on every important issue." (p. 268).  I am afraid this is a true of my group.  I cannot recall a meeting we have had where we have had opposing or conflicting views in completing our tasks.  I will be making a concerted effort to see we can possibly avoid this moving forward.  At our last meeting the team decided that we needed to meet independently of our Director (she holds team meetings every two weeks).  We feel it is important for us to discuss openly and freely ideas we may not feel comfortable sharing with her in an "official" meeting.  I plan to take the opportunity to identify some of the characteristics of groupthink and their effects from our text. 

I do believe that organizations need to employ some type of team building activities to promote development.  Outdoor labs seem like a great opportunity for organizations to capitalize on in an effort to promote team cohesiveness and leadership training.  Does this type of training need to come at price tag of $2 million?  Not if I were running the company, no.  I don't think you need to send 200 employees half way around the world in order for them to learn to be better team members.  I do however feel that if an organization performed say a bi-annual local retreat to re-energize, reward, and re-invigorate its members, then that would be a more economical and logistically feasible alternative.  Here are a few ways I found that an organization can build successful teams http://www.forbes.com/sites/glennllopis/2012/10/01/6-ways-successful-teams-are-built-to-last/

I think my organization could benefit from a similar activity but not on the same scale as Seagate.  I would welcome the chance to get to better know my team mates on a personal level outside of the office.  I have had this opportunity with a few but not all members of my team.  Hopefully in the     near future we can change that.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

A630.9.4.RB_DiazBrian

Google's executive chairman, Eric Schmidt's description of the company's culture is as enigmatic as the company itself.  It seems that since its inception Google has tried to defy the logic of the traditional business model.  I think Google's culture is based in part on being different from any other organization.  Schmidt contends that as you build a company you determine or create its culture through its people.  Is this the best approach possible?  Can one company redefine everything that is known about corporate culture as the building block of the organization?  Well, if that company just happens to be one of the most successful, influential, and powerful companies in the world, the answer would seem to be yes. 

While I personally find Schmidt's (and Google's) approach to culture to be somewhat "maverick", their out of the box approach has seemed to serve them well.  It seems that there is a high level of trust at Google that trusts that its staff is going to do what they are going to do.  How does this philosophy translate to other organizations?  I do not believe this model can work in all businesses.  For example, in my organization I think it is important to have a clearly defined culture that employees can adopt.  As an aeronautics university safety is one of the main focuses in our organization's culture, and rightfully so.  But what if that cornerstone was not in place from the beginning?  What areas could be affected by this?  Should the university just hope that all of its employees value safety as much as say the FAA does or any one of the major airlines?  I think it is more beneficial for an organization to have the culture defined concretely.  While empowering individuals can benefit an organization there does need to be some uniformity of the expectations that all should abide by.  Brown (2011) writes that "Employees who are empowered are more proactive and self-sufficient in helping their organizations to achieve their goals." (p. 223).  While I wholeheartedly agree with this assessment I also think that too much control without effective supervision can most definitely become detrimental to an organization. 

When I worked as a server in downtown Orlando from time to time the staff would be left unsupervised.  The GM and our shift manager would venture off to other parts of the downtown area to "scout" other establishments (by scouting they would go bar hopping for the better part of the night) to see if they were busy or not.  Now there is a term that says "when the cat is away the mice will play".  This certainly was a motto that was adopted by the majority of our staff.  Since we were considered to be a "high-performance" team that needed very little supervision we were expected to do our jobs in the absence of our supervisors.  While we all took our jobs seriously it was more play than work.  I mean the majority of us were college students in our 20's and early 30's.  Staff members would take cigarette breaks at their leisure, the bartenders would make shots for us, and some staff even left the premises themselves (usually to the parking garage for their "cigarette breaks").  It was more like a scene out of Animal House than a semi-fine dining restaurant.  Why did we do this?  It was because there was a clear lack of leadership, a culture that endorsed the behavior (if our managers where doing it why wouldn't we was the mentality), and because we were over-empowered to do our jobs.  Brown (2011) notes that "Research has found that 'empowerment is significantly influenced by the embedding organizational environment.'" (p.224).  This is true of the restaurant I worked at.

 
As a leader it takes courage to implement this type of culture but it also takes some faith.  Is your organization worth putting in the hands of its employees on the hopes that they do the right thing?  To me that's a pretty big gamble and from my personal experience did not work.  I would say that it is definitely a recipe for chaos but isn't chaos what Google is about?  Here is an interesting look at how Google has evolved from a search engine to what it is today http://www.businessinsider.com/look-at-how-much-google-search-has-changed-since-1998-2012-2?op=1

My take away from this assignment is the fact that empowerment is intended for the benefit of the organization and not to be considered a self-serving right.  Organizations that empower their employees do so because they trust that the right thing is going to be done. In the end we choose whether or not our decisions are what's best for the our companies.  I think it is a privilege to work for an organization that empowers its employees and values them enough to allow them a degree of freedom.  Freedom to make choices, to act accordingly, and to do what is best for the business.  If you betray that trust then the organization fails.  If the organization fails then how long will you continue to be employed?  The relationship goes hand in hand and should be respected, honored, and valued.  All traits you might find in an organization with a solid culture already in place.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

A630.8.4.RB_DiazBrian

Tom Wujec's team building exercise or "marshmallow problem" is a challenge in which teams build structures with uncooked spaghetti, string, masking tape, paper lunch bags, and a single marshmallow.  The goal is for teams to work cohesively to build the tallest free-standing structure possible with the marshmallow on top http://marshmallowchallenge.com/Welcome.html

Using this exercise in workshops Tom studied how various groups performed.  He looked at recent business school graduate, kindergartners, CEO's, and CEO's with assistants.  To my surprise (and to most likely to Tom's),Tom found that the group that was among the worst performers were the recent graduate students.  The group that surprisingly performed well were the kindergartners.  But why?  How could a group of business graduates, who learn strategy, organizational development, and problem solving skills fare less than kindergartners?  The results to me were pretty astounding.  But Tom noted he learned why.  It seemed that the graduate students spend time jockeying for position to establish a leadership role, lied, cheated, and were easily distracted.  I can see this occurring.  He mentioned that because the graduate students were so concerned with finding a "single right plan" that they often ran out of time, sending them into panic mode.

I think that in doing so the graduate students lose focus of the exercise.  The process is meant to be a "team" project and I can see that having someone in charge is definitely more important to adults than it is to children.  I don't think team activities are stressed enough at a younger age.  Sports is a good outlet but it can also breed competitiveness (not such a bad thing).

When I was in 6th grade I was a part of the Orange City Roadrunners soccer team.  One of my team mates and closest friends on the team was a boy named Wade.  Wade and I were the two best players on the team.  We were gearing up towards the regional championship game in a few weeks.  While at lunch one day Wade decided to remind me that he led the team in goals for the season (essentially laying claim to being the team's best player).  He was up on me by like 6 goals or so (a lot for soccer).  This ignited my competitive spirit as other kids overheard us and egged me on saying there was no way I could pass Wade.  I bet him that not only could I catch up to him but I could beat him in goals scored for the season.  Soccer is very much a team sport.  It requires 11 players to work together in order to be successful.  I let my ego get the best of me and I decided to play for me instead of the team.  Going into the championship game Wade was ahead by two goals.  There was no way I could catch him I thought.  But as the game got started the ball just seemed to find me and when it was all said and done I scored 3 goals, led the Roadrunners to a championship, and won my bet!  The local paper ran a story about the game and the headline read "Orange City Roadrunners rely on Brian Diaz to win Championship".  It went on to say how I scored a hat-trick (which I had no idea what a hat-trick was).  It was pretty cool but I most definitely did not do it by myself.  I had a team around me and if it wasn't for them we could not have won.  I want to say I was just lucky.  Looking back on this I must admit I am a little embarrassed.  Embarrassed by the fact that I thought I was the team.  We played an entire season as a team and in those last few games I became obsessed with "jockeying" for my position.  As I move forward in my career I vow to never lead a team like this but instead be an active participant working towards shared goals.

Children are inherently innocent by nature.  As opposed to their adult counterparts they are not consumed by who gets to make the decisions.  Children are just happy to play and I can see this marshmallow "challenge" as a fun, non-threatening, team-based game for children to work on together.  Whereas the adults find the challenge to be competitive.  As a parent of a 2 year old I can say that children are more imaginative than adults because their minds have not been made up about a lot of things.  To them the mechanical or engineering limitations are not taken into consideration when making the biggest spaghetti structure.  They are not bound by the rigidity that adults seem to impose on themselves based on their knowledge of science, mathematics, or engineering.  "Can't" and "won't" work are generally not something a child is concerned with or even associates with.  I think that children also do not take these "challenges" competitively as opposed to adults and are having fun with the process whereas adults might be looking for bragging rights or to say "Our team is the best!  Look at how tall we got our spaghetti sticks, we win!"  

CEO's that enlist the help of their  executive assistance are more successful than CEO's in a group without one because CEO's that work with assistants tend to empower teamwork.  Since CEO's and executive assistants work closely together it is not uncommon for the to travel together.  Each benefits from their symbiotic relationship because these individuals share personal and professional relationships that tend to make their pairing successful in a situation such as the "marshmallow problem".  The bigger question for me becomes why wouldn't a CEO with an executive assitant not want them on their team?

If I were to facilitate a process intervention workshop I think this video embodies and relates the following process intervention skills and promotes:

•  Communication and Summarizing
•  Synthesizing and Generalizing
• Probing and Questioning 
• Listening
• Providing Support

Brown (2011) notes that "The purpose of process interventions is to help the group become more aware of the way it operates and the way its members work with one another."  (p.199).  Using the interventions above can help a group to solve their problems as a unit and make the necessary changes needed to work in a more efficient manner and to more productive.

My takeaway from this lesson is that there are many different process intervention techniques that can be utilized in a team setting to improver its performance.  The interventions should be brief and decisive.  Groups that strive to be high-performance teams should contemplate how completing tasks can be affected through the use of interventions.  I intend to incorporate a number of these techniques within my group to solicit discussions in an effort for us to become more efficient.  As we always say, the only constant in organizational development is change and we should always embrace it.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

A630.7.4.RB_DiazBrian

Michael Bonsignore, CEO of Honeywell, stated that Honeywell would not be an extension of the old Honeywell or Allied Signal. He plans to create a new culture blending the best of Honeywell and Allied Signal. Bonsignore said that Honeywell would "compensate and reward people that look for best practices from both companies in creating a new corporate culture and punish those who do not." Is this a good approach towards being successful?  I personally do not like how Bonsignore delivered this statement.  I think it makes him seem rigid, authoritarian, and unpleasant.  Bonsignore's demeanor throughout the hour long segment was not very warm or inviting I thought.  I found Gordon Bethune's presence more sincere, warm, and genuine.  While I found Bonsignore's delivery or tone unpleasant when he said he plans to compensate those who work hard and punish those who do not, I have to agree with the methodology.  I believe this is a good strategy.  Brown (2011) wrote "Developing a strategy includes the planning of activities intended to resolve difficulties and build on strengths in order to improve the organization's effectiveness and efficiency.  From the strategies, the OD process moves to the stage of selecting intervention techniques and technologies.  Intervention techniques are the specific means, activities, and programs by which change goals can be achieved." (p.175).

Not to toot my own horn, but when I was a restaurant server I was pretty good at my job.  I learned what it took to be successful and how to maximize my earning potential when I waited on tables.  I learned that up-selling appetizers, alcohol, entrees, and desert would increase my sales and that in turn would increase my tips.  At my last stop on my long journey in the restaurant biz, if I did not make at least $100 on a weekday night and $100-$150 on the weekends, I was not doing my job.  I consistently had the high sales on a nightly basis.  My managers knew that I could be relied on to service the needs of our VIP guests and it wasn't uncommon for me to take care of parties of 20 alone.  In exchange for my efforts I received preferential treatment.  I was allowed to make up my own schedule and work the shifts I wanted.  I could basically work when I wanted to.  I got the best sections in the restaurant as well when I worked.  Basically it was a form of  reward system that benefited me and the restaurant financially.  Those that performed poorly or were always late had the worst shifts and the least amount of them as well.  Managers actually would cut back a server's hours so much in order to make them quit.  It was "sink or swim" in some aspects.

The barriers that I noted from the video that Bonsignore could expect to be challenging are his undefined OD strategy, his one-dimensional approach for organizational change (focusing solely on the human factor and not considering other change strategies), his opposition to technological advancements (he noted in the video he was uncomfortable embracing some technological change), and naming any specific intervention to make the merger of Honeywell and Allied Signal successful. Brown (2011) wrote "An OD strategy may be defined as a plan for relating and integrating the different organizational improvement activities engaged in over a period of time." (p.175).  Bonsignore never touched on any such plan when he talked about the merger.  He did however acknowledge the human component in change strategy.  He commented on the importance of morale and its how committed members are a necessity for the improvement of an organization's performance.  He makes a point to visit the different factories and to be present and communicate with his employees which is very important (which Gordon Bethune does as well and in my opinion better).  Bonsignore mentioned opposition to technology but if you are combining two reputable companies into one mega-conglomerate, it would be wise to embrace the newest technologies whether it be in relation to communication or even in fuel cells (as he mentions).  It seems to me that Bonsignore  is "old school" and uncomfortable with some of the 21st century technology.  This put his company at  disadvantage because as its CEO, the company takes its lead from its CEO.  If Bonsignore doesn't embrace technology why should his organizations?  In addition Bonsignore failed to name a specific intervention technique. Brown (2011) wrote "All planned OD activities or interventions are specifically aimed at correcting inefficiencies, solving problems, developing strengths, and creating areas of opportunity." (p.183).  Bonsignore missed the mark by not addressing what was wrong with his companies, how to correct it, or how he would make things better.

As Honeywell consider and crafts its organizational strategies around a new culture they should be aware that:

• OD strategy involves planning and direction.  The approach should involve management, the way the jobs are designed and how to motivate its people.  Specific interventions that will best solve organizational issues will increase organizational effectiveness.
• More than one change strategy should be implemented to increase the likelihood of organizational success.  These activities are bound and interrelated throughout the organizations subsystems and personal relationships.
• Intervention techniques may focus on individual, team, and organization wide systems.  The problem condition dictates the type of intervention necessary.

What can I take away from this week's lesson and apply immediately to my career?  Change needs to be planned.  Not only is it necessary  to define a plan of action but it is necessary to consider how planned change can effect other systems.  Integrating change strategies will allow me to successfully implement change with minimal negative effects.  Considering an effective change plan, how it relates to other subsystems, and choosing the best strategy, will be a great opportunity for me to further improve my critical thinking skills as well as work with others in order to ensure the best results for my organization.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

A630.6.4.RB_DiazBrian

Whenever I hear a colleague or someone I know say that they cannot do something it makes me think "Why do they feel this way?  Is there any validity to what is being said?  Is there anything I can do to help?"  Change is a true constant.  Everyday we are faced with change.  The true test of how we learn to adapt to new and unfamiliar experiences is to accept change, attempt to understand it, and use it as a learning tool.  Without change we would have the same experiences day in and day out.  In essence we would essentially be limiting our potential.  Having the same day over and over reminds me of the Bill Murray movie, Groundhog's Day where Bill's character wakes up each day and it is the same day.  All of the events remain the same.  He tries his best to alter these daily events but when he awakes each morning he is back to "square one".  Not only after embracing his circumstance does he realize that he can learn from this experience.  He learns to play the piano, sculpt ice, and how to speak French.  He makes the conscious decision to make the best of his situation and change himself to make the lives of others around him better, even though when he wakes up the next morning his day will be the same again and everything he did to effectuate change will be erased.

I have been guilty of using some of Dr. Watkins' 50 excuses of why I couldn't change.  Some have been: "That's someone else's responsibility.  It needs more thought. Maybe, maybe not?  What's in it for me?  It's not my job."  In my many years as a server I must have uttered some of these phrases a 1000 times!  But are they truly excuses?  Excuses can be defined as "an explanation offered as a reason for being excused; a plea offered in extenuation of a fault or for release from an obligation, promise, etc." Retrieved from http://dictionary.reference.com/browse/excuse  At my last experience as a server I worked at a very popular downtown Orlando destination.  The restaurant featured a wine tasting on Wednesday evenings.  This served as an opportunity for young professionals to gather after work, socialize, and network.  Who am I kidding... the place was packed with pretty women and for a single cover charge you could drink all the wine you wanted.  As you can imagine when there are 200 people drinking excessively in a short amount of time things are bound to happen.  Like someone getting sick in the men's or women's restrooms.  Who has to clean that up?  Well, "It's not my job!" may have been muttered on more than one occasion in that instance.  Or "That's someone else's responsibility."  Sure I could have rolled up my sleeves, "taken one for the team" but at $2.13 to me it was a little out of my realm of responsibility. 

I think the best way to approach and overcome the limitations we place on ourselves in order to denounce excuses is by looking at our situation, accessing it, and challenging ourselves to be part of a solution.  If my boss comes to me and says I need you to do X,Y, and Z and I need it done yesterday, yeah I could think of a few excuses why I couldn't do X,Y, and Z but I could also look at it as an opportunity.  I could take on that extra responsibility and use to prove that I can function efficiently under pressure and still maintain my other duties.  I could demonstrate my organizational skills and my critical thinking skills by completing such a project.  Recently at work we were notified that our yearly evaluations would be given soon.  Our manager emailed us our evaluation form and asked for our feedback.  One of the sections includes giving examples of accomplishments for the previous year.  This would serve as the perfect opportunity to include such a project on.  This way not only is my manager reminded of my accomplishments but it is noted for upper management and becomes part of my permanent file and distinguishes me from my peers.  It shows that I am committed and willing to work hard.  Positivity, a good attitude, and having a plan can go a long way to counteract making excuses as to why you can't do something. 

Our organization is looking at new software platforms moving towards the future that may enable us to do our jobs more efficiently and to ultimately give our students a better learning experience.  These platforms are night and day from the current system.  I took some time to look at the proposed platforms and I am going to be honest they look a bit intimidating.  I think I experienced some uncertainty because if one of these new systems were implemented it would be like "learning how to walk all over gain".  Brown (2011) wrote "Organization members may have a psychological resistance to change because they want to avoid uncertainty." (p.152).  I would agree with that assertion.  It is the fear of the unknown.  Brown (2011) also noted "Proposed changes that disturb habitual routines or patterns are likely to encounter resistance because human behavior is governed largely by habit and routine.  The familiar is preferred, and this is especially true when the established behavior has been successful until now." (p. 152).

Seth Godin contends that change is is driven by tribes.  He explains that tribes lead change and connect people and ideas making change possible.  He reveals that together a tribe can "create a movement" and he gives the example of the man that worked for the ASPCA and how his idea connected people and led a movement towards saving animals.  I find his choice of the word "tribe" an interesting choice of words to describe a group of people who have the same interests but it fits.  To me the the word "tribe" conjures images of Indians and teepees.  Never the less, it applies to his concept.  In order for there to be change the members of the "tribe" have to be active participants.  Brown (2011) wrote "Making sure that the individuals involved in a change are allowed to participate in the decision process rather than forced to go along with it is a basic technique for increasing the acceptance of change." (p.156).  In order for there to be change you have to believe in what you are doing, in the cause.  It is definitely possible for "tribes" to drive change.  Enough like minded, dedicated individuals, all working towards a common cause can effectuate change.

The biggest take away from this week's exercise that I can apply to my career immediately is that change is not a bad thing.  It should not be feared or given a chance.  In order to move forward we should all personally challenge ourselves and not make excuses for why something won't work and consider the benefits of  the change working to make our lives and the lives of the people our organizations serve better.  I will be more accepting of change in the future and work on being more accepting to future possibilities.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.