Question – Reflect critically on your individual contribution to the simulation project undertaken this semester. In your reflection, analyse the interactions within your team, the role you took on, and propose methods to improve the group’s effectiveness in upcoming projects. Bolster your reflection by connecting it to pertinent academic literature discussed throughout the semester.
Considering previous experiences is a crucial skill for all professionals to enable improve communication abilities, resolve conflicts, and boost future outcomes. Reflecting on the simulation carried out as collaborative effort this semester has provided students involved will acquire numerous practical skills in our sector. This document will contemplate regarding the function that I individually held in this simulation activity, along with a critical assessment our performance. One could say that our team did well collectively; however, more the skills of delegation and organization could have been enhanced. This document aims to discuss the team interactions, communication methods, and propose potential improvements. enhancements in any forthcoming simulation efforts.
Our team consisted of five members; each assigned a specific role within the imitation. Considering my position as ‘principal negotiator,’ I believed at that moment that this did not
completely align with my personality profile. Largo and Johns (2008) assert that guaranteeing proximity matches between simulated and actual personality traits are more likely to yield favourable outcomes. For me, possibly the toughest aspect of being given this position was collaborating and interacting efficiently with our group in a direct and confident manner.
At times, I experienced discomfort collaborating with other team members whom I believed had their ‘own agenda’ and appeared at times reluctant to make concessions. Looking back, this turned out to be one of the greatest difficulties I encountered in this task. Nevertheless, it also provided me with the opportunity to enhance my abilities and confidence in these aspects throughout the duration of the weeks we participated in the simulation.
The significance of effective communication in the simulation was crucial and the opportunity for personal critical reflection on this is equally vital. Nixon (2014), Johnson and Wiggs (2011) along with Peterson (2012) both assert that successful communication within a team dynamic is crucial. This is additionally backed by studies (Wu & Xiao 2011; Peterson (2012) argues that team members must engage in open communication and possess transparent agendas.
In reflecting on my communication style, it seemed that I attempted not to compromise my values while being as Danks (2012, p. 24) describes ‘a thinker who is clear and logical and
‘communicator’. Overall, our team communicated effectively, and it was possible to state that we largely reached objectives via productive conversation, mutual comprehension and functioning as a united group. To sum up, it can be recognized that our group communicated efficiently during this simulation and upon review, this evidently helped us in achieving our overall objectives.
Another advantage of reflection is the chance to address problems that may obstruct. execution. ‘Enhancing oneself demonstrates bravery, tenacity, and strong resolve.’
(DuPont 2013, p. 69). To consequently consider certain difficulties that the simulation introduced to our team, and how we might address them, it can be stated that efficient Delegation and managing time appeared to hinder us. During that period, our group observed that delegating tasks to team members was often challenging. This was frequently because of opposing timetables, responsibilities, and additional obligations. For me, this represented a major disadvantage in our team and maybe ‘upon reflection’ we ought to have considered how to distribute tasks in a clearer and more efficient way. Ellis (2012) contends that delegation can provide considerable time efficiency when completing group tasks, and this is something we ought to possess regarded more as we frequently overlooked the specific strengths or vulnerabilities of the members in our group. Moreover, it seemed that we faced certain difficulties in our time management strategies.
Reflecting on the past, we encountered disagreements with persons attending planned meetings punctually, engaging in simulation tasks in a promptly, along with our team failing to dedicate enough time to achieve successful completion of tasks These posed considerable challenges for me personally, as well as to the rest of the team. To consider this, it possibly shows the necessity for ‘dedication.’ from every team member to act as a vital change agent’ (Atkins & Lowe 2011, p. 19).
After going through these difficulties and critically analyzing them, one could argue that our team needed to be more realistic about the jobs’ due dates, clearly defining who was responsible and ensuring that we could complete the simulation’s goals in enough time. This realization has taught me a lot, and going forward, I will make sure that group events are appropriately planned and given enough time.
When I think back on my role in the group simulation project, I can say that I have learned a lot, experienced a lot, and faced a lot of challenges. One may argue that a new body of information and comprehension has been produced by discussing the team dynamics and the scholarly works that have bolstered the learning this semester. Furthermore, it has been especially crucial to develop into a reflective practitioner, as doing so enhances discipline-specific knowledge in addition to performance.
References
- Atkins, S. & Lowe, S. 2011, Agents of change – a call for effective leadership, University of Boston Press, Boston, Mass.
- Danks, W. 2012, ‘The dynamic boardroom communicator’, Communication Performance Management, vol. 3, no. 3/4, pp. 82-90.
- DuPont, A. 2013, Communication in action – a review, McGraw-Hill, New York.
- Ellis, S. 2012, ‘Intellectual teamwork: social and technological foundations of cooperation’, Journal of Sociology, vol. 32, no. 6.
- Johnson, R. & Wiggs, P. 2011, ‘Change management–or change leadership?’, Journal of Change Management, vol. 3, no. 4, pp. 311-17.
- Largo, E. & Johns, M. 2008, Sensing of change management – rulemaking for the 21st Century, Swan Page, London.
- Nixon, D. 2014, Communication traits, Manchester, UK, viewed 16 November 2014.
- Peterson, H. 2012, Teamwork dynamics, Smithfield Press, New York.
- Wu, Z. & Xiao, L. 2011, ‘Team builder: a CSR tool for identifying expertise and team strengths’, Allied Communications, vol. 12, no. 10, pp. 32-47