Complete the exercise at the
beginning of chapter 10 and use the scoring table at the end to assess your
responses.
Reflect on what this assessment means in terms of you as a leader and your relationship to your followers.
Reflect on what this assessment means in terms of you as a leader and your relationship to your followers.
We as individuals
typically are on a quest toward improvement of complex and adaptive systems
that may or may not have favorable outcomes including the associated
consequences. A good way of improving the odds of a successful outcome might be
to position oneself to constantly learn through exposure to diverse points of
view. A good method would be to look at the world where places are experiencing
diversity that is in jeopardy and taking notes on those outcomes and triumphs.
Has your thinking changed over the course of the past six weeks, if so; why, and, if not; why?
Based upon my reading,
research and various assessments taken through out the course, my thinking has not changed significantly. Since my
retirement from the Air Force in
2003, beginning a second career as a civilian with the USG, I have adapted to my surroundings while at the same
time, not compromised my beliefs, morals or integrity.
This stated the course
work including the current course “Strategic Management” has solidified my understanding of the
public and private sector and its inherent slippery slopes and the need to successfully navigate in, on and
around them to advance my career in
a most professional and prudent manner, all-the-while never forgetting to take time for selfless acts of kindness toward
friends and enemies alike.
What is the
significance of this in the context of your future leadership goals and objectives?
My personal belief much like all things in
life are to have a balanced approach toward ones decision making process. This
lifelong belief has been further substantiated through the teachings in Hoch
(2001,) whereby looking at the decision making process from a global
perspective, realizing that our actions and decisions affect far more today in
terms of down the line type of ripple effects than ever before. We as leaders
must be cognizant toward encouraging a method of reflective and patient
decision making. Avoiding snap and knee jerk decisions that ultimately serve no
purpose than to create upheaval and disarray in our work/life environments.
Moore’s Law is a reality that anyone in business, government
or technology-based organization cannot afford to ignore. Simply stated “Moore’s Law is a computing term, which originated around
1970; the simplified version of this law states that processor speeds, or
overall processing power for computers will double every two years”. There is
possibly an alternative solution including DDS, intuition and a form of Moore’s
Law for reducing mission creep and institutionalization of government agencies.
As discussed in Hoch (2001,)
Time and Decisions suggest organizational theorists and strategists are known
to neglect time constraints with-in their research boundaries and the
difficulties that can arise when the perception of time directly affects the
decision making process including the resulting decisions.
Through mutual respect, good moral values,
working in unison (not stove piping) and a mutual understanding by management
to provide the tools equipment and resources necessary that allow individuals
the ability to preform all aspects of their professions in the least intrusive
manner, and to complete these duties in a most safe and efficient manner
possible.
References:
Obolensky, N. (2010). Complex
adaptive leadership. Burlington, VT: Gower Publishing Limited. DOI: www.gowerpublishing.com
Hoch, S., Kunreuther,
H., & Gunther, R. (2001). Wharton on Making decisionsdoi:www.wiley.com
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