1. Do you see value in the Eco Seagate team development
process?
In spite of the
additional instructions, I was able to review only the first video Eco Seagate
2008 1/3 on my apple products. Although the second Video Eco Seagate 2008 2/3
was not available for review, I believe I grasped the team development process
that Eco Seagate was trying to impress upon its employees.
There is always value
in any organization looking to improve its internal operating characteristics,
by removing the stove piping effects that can stifle growth, adversely effect
customer relationships and profits for the organization and its share holders.
I did notice that the
average age of the participants were between their mid to late 30’s with some
possibly in their mid 40’s. That said I conclude they are either on their first
or second job in their career life. My point is simply some of the antics and
situations beyond the orienteering and physical demands would be out of the
question for professionals such as myself who are either retired military and
somewhat set in our ways, or of a business that does not afford the luxury of
letting ones hair down.
My point is simply
retreats like those I attended in my youth in church or scouting would be
appropriate only to a point. There would need to be some instituted restraint
as most who are approaching their mid 50’s like myself have experienced the
negative side of organizational relationships. The issue of trust, respect and
willingness to open up to those who would knowingly use vulnerabilities against
you and some point, would be constantly on ones mind to the point that it would
be an inhibitor as most who have ever been thrown under a bus by a co-worker
would be in constant survival mode much like on the job.
I do disagree with
the statement that conflict is a bad thing. Experience teaches us that conflict
in the right setting can and is a healthy thing, and can breed competition,
innovation and momentum. Conflict can lead to tension that can create
brainstorming and possibly two rivals finding middle ground. Remember Forming,
Storming, Norming and Preforming.
2. Why would something like this be necessary in a
high-performing organization?
As discussed in Brown (2011, pg. 262,)
team building or team development as described are interchangeable and should
be utilized as a method of increasing communication, cooperation, cohesiveness,
direction and similar organizational vision. The interdependence and time that
some organizations require their employees to be together can be astounding.
But more
importantly it is management and the workforce together, should realize that
things like good career development opportunities, creating an environment
where employees can enjoy work and being part of something important, as well
as a positive sense of job accomplishment are important factors to develop and
foster the importance of a positive work/life balance and career growth, along
with alternative work arrangement.
3. Could your organization benefit from a similar
activity?
My organization could
benefit from similar activities and most likely should engage in some sort of
team building activity. The problem is of course as a governmental agency,
particularly with todays budgetary concerns are highly restricted from engaging
in activities. Even when some (agencies) have engaged in team building, they
were chastised to the point of wasteful spending and ethics violations that
some individuals were forced to resign. Some activities were no doubt wasteful
of the taxpayer dollar, while some were useful; the problem of differentiating
between the two is a slippery slope in today’s volatile political arena.
Most managers and leaders
are skittish of even the thought of anything that may bring them under the
microscope and be thrown under the preverbal bus. What can and should be
addressed in today’s world of government is Virtual Teams. Webinars and
telework are the new buzz words that can and should be addressed for team
development as there are the natural work teams that are associated by virtue
of related positions and differing agencies in a cooperative effort of working
in conjunction with one another as a measure of leveraging best commercial
practices and temporary task teams much like I do when working with other
aviation experts from differing agencies where collaboration and team
interaction are paramount in obtaining favorable outcomes.
As discussed in Brown (2011,
pg. 268,) cohesiveness and groupthink are two items that all teams virtual and
in-place should be cognizant of. Team cohesiveness and the unity that myself
and fellow aviation professionals find to be the number one priority to our
success as individuals and team members from across the country. Groupthink on
the other hand is a cancer we cannot afford to have developed. In fact
groupthink is never apparent in my encounters with the teams I participate with
outside of my parent organization.
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