Discussion Forum (DF) D: Teaming

Discuss the benefits and challenges of teaming. Using examples, evaluate the significance of teaming in getting the work done in today’s global business environment.

My career in power generation is close to 25 years and from the beginning, I have always been working in Teams. The initial process of forming a team of power plant professionals and apprentice is a tedious process and involves a lot of trainings and activities in preparation for a good relationship within the team. Hiring the best power plant professionals from different region of the world will come about certain conflicts and disagreement initially as the team evolves to more a robust group.

Individuals coming from different types of power plant will clash about certain protocols, comparing their previous power plant to the present one. One will compare their previous techniques used and will argue that what they had is the best practise and most of the time, they will initially ignore the present set-up. Teamwork can sometimes lead to conflicts and disagreements. Differences in opinions and personal conflicts can disrupt the team’s cohesiveness. Collaboration within teams of power plant professionals is the key in establishing a good team. One must understand the values and the common goals of the present team, the company’s vision to achieve a common goal as one team.

One must understand the task at hand on a distinct role on the team and a need for teammate to interact with other teammates to communicate. (McNeese, N. J., Demir, M., Cooke, N. J., & Myers, C. 2018).

As the company is setting up groups of power plant professionals and later will be put into different teams on a shifting roster, an analysis of each team members traits, behaviours and camaraderie will be scrutinized, to properly group them together on a shift. This is an important aspect in forming a cohesive team. The objective is to have everyone teaming together initially to identify who will be in teams on shifts. Normally, when organisations convene groups of individuals with diverse knowledge, the challenges are particularly intense. (Edmondson, A. C., & Harvey, J.-F., 2018).

The challenges of teaming a group of experienced power plant professionals are intense and excruciating. But the rewards are fulfilling. Human Resource Management (HRM) plays a huge role in this stage of team development. HRM should offer a comprehensive view on the competencies available and should assist in the challenges associated with combinations of knowledge attributes. (Edmondson, A. C., & Harvey, J.-F., 2018).

Throughout my career, I have had learned from my seniors and peers in the operations and maintenance of a power plant. Through Collaboration, I have experienced different perspectives and knowledge from my teammates on how to deal certain scenario associated to malfunctions in the power plant. The idea of Knowledge-sharing through teaming enhances my skills and expertise in the power plant. It improved my decision-making skills as I received inputs and insights on how to deal certain dilemma, we are facing in the power plant. I am motivated to learn more as I am inspired by the different sets of skills my teammates have. My eagerness and my passion to learn all facets of the power plant were developed through teaming. I have learned through experience and have improved my problem-solving skills in the power generation sector through teaming. As a team, we have learned to depend in each other and be accountable on the actions we take. Most importantly, I have gained friends over the years through working in teams.

With increasing complexities within today’s global business environment, especially in a power plant setting, where power generation are now being financially traded, teamwork enables organisations to leverage diverse perspectives, enhance efficiency, and improve problem-solving capabilities. However, it is essential to address the challenges of communication, collaboration, and accountability to reap the full benefits of teaming.

Reference

McNeese, N. J., Demir, M., Cooke, N. J., & Myers, C. (2018). Teaming With a Synthetic Teammate: Insights into Human-Autonomy Teaming. Human Factors, 60(2), p. 263. https://doi.org/10.1177/0018720817743223

Edmondson, A. C., & Harvey, J.-F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), p. 348. https://doi.org/10.1016/j.hrmr.2017.03.002

Edmondson, A. C., & Harvey, J.-F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), p. 356. https://doi.org/10.1016/j.hrmr.2017.03.002

 

Discussion 6A: Case Study: Duplicity in Design: The Politics of Constructing The Western Sydney International Airport

1.       Were the ongoing government studies commissioned to determine the need and a location for a potential second Sydney airport examples of decision making or problem solving?  Justify your choice.

The government studies for the need for a potential second Sydney Airport are both decision making and a problem solving.

Decision-making: To arrive to a better decision-making, a thorough study should be involved. Years of research and feasibility should be conducted to assess the situation, in this case, having a second Sydney airport involves critical study on economic and environmental impact in both the future of Sydney metropolitan and population growth. The decision to build a second airport necessitated to a new metropolitan strategy around the new airport. (G. Searle & K. O’Connor 2022)

Problem-solving: The studies involve problem solving as well as it aims to address the capacity constraint of the existing Sydney Airport. Identifying the growing demands of air travel and a long-term solution are targeted with this study. Furthermore, this study addresses the future problem of tourism in Australia.

Decision-making often are part of problem-solving.

2. Do you think the government was using a rational or behavioural approach to decision making in the situation of the potential second Sydney airport?  Explain your reasoning. 

The decision-making of the government on a potential second Sydney airport is subjective and depends on several factors. I believe that both approaches were given a look in arriving a better decision-making.

Rationally, the government conducted a study; gathering and analysing data objectively and selecting the best possible option that meet its specific criteria.

In the context of building a second Sydney airport was heavily influenced as well by behavioural approach. As the decision-making recognizes real-world problem facing Sydney metropolitan in a future context. The study recognizes future planning, and future development within the region, with emphasis on the growing population and influx of tourist in the eastern region of Australia.

Decision-makers always considers combination of rational and behavioural elements to arrive to a better, albeit practical conclusion. The Government should always balance rational analysis; it is plausible that the decision has been made through both rational and behavioural factor

3. What examples of Evidence-Based Management (EBM) can you see in this case?  How would you see EBM impacting on the decision making?

Evidence-Based Management (EBM) emphasizes the use of empirical evidence, data, and research in decision-making processes. The potential second Sydney airport shows EBM that impacts decision-making:

a)       Data-driven analysis: collection and analysis of relevant data on air travel demand, capacity constraints, economic impact, environmental factors. This would provide a more accurate understanding and an informed decision-making based on empirical evidence.

b)      Feasibility studies: EBM promotes comprehensive feasibility studies to assess the viability of having a second Sydney airport. This involves financial feasibility, environmental impact, infrastructure requirements, and the potential pros and cons of the project. The results from these studies would form a basis for a better decision-making.  

c)       Expert opinions: the consultation of relevant experts in the field of airport strategies and industry professionals are part of EBM. By seeking experts’ opinion, government decision-makers can gain confidence and knowledge in arriving to a better decision.  

d)      Evaluation of past experiences: EBM teaches us from learning from past experiences and evaluation of similar projects. Decision-makers would investigate outcomes and learning from previous or similar airport projects. The evaluation from previous projects would inform the decision-makers in arriving to a more robust decision and help avoid past mistakes from other similar projects.

4. What potential do you see for escalation of commitment and what might be some factors influencing the current decision-making path?

a.)     Sunk cost: if the government has already invested a significant amount of money, time, and effort into the initial studies and planning for the second Sydney airport, decision-makers may feel compelled to continue the project to justify those sunk costs, even if new evidence suggests it may no longer be viable.

b.)    Political unjust: Political factors can sway in the decision-making. If the political situation in Sydney has a strong support or opposition, decision-makers may be inclined to continue despite latest evidence that alternative options may be more viable.

c.)     Stakeholder pressure: Decision-makers will eventually face pressure from various stakeholders, such as local communities, businesses, environmental groups, or associations. These factors can influence the decision-makers and potentially lead to escalation of commitment, regardless of its viability.

d.)    Emotional attachment: Decision-makers can become emotionally invested in a particular course of action, dependent on their personal beliefs or legacy. This can cloud judgement and lead to a reluctance to abandon the original plan, even when evidence suggests it may no longer be the rational choice.

To mitigate these potential escalation of commitment, decision-makers should:

a.)     Constantly evaluate and assess the project’s feasibility, open to new information and changing circumstances

b.)    Encourage open dialogue, constructive criticism, and challenging assumptions

c.)     Transparency in decision-making to ensure decisions are based on objective evidence

d.)    Seek independent reviews and inputs from external experts to provide unbiased assessments and recommendations

e.)     Regularly review and communicate the project’s goals, objectives, and progress to stakeholders, ensuring accountability

 

 

 

Reference

Glen Searle & Kevin O’Connor (2022) Flawed Vision? Sydney’s Three Cities Metropolitan Strategy, Urban Policy and Research, 40:4, p. 373, DOI: 10.1080/08111146.2022.2079626

Discussion 5A – Tuckman’s five stage model of group and team development

Discuss the following:

1.)    What happens at each stage of a group/team’s development according to Tuckman’s five-stage model?

2.)    What are the leadership requirements and behaviours at each stage?

Forming

The initial phase of structuring an organisation is always the challenging part. I have had been a part of various start-up companies and commissioning of power plant; I have always been part of a team of experienced power plant professionals of different nationalities. We were always group in teams to handle the operations and maintenance of a power plant; paired with different levels of experience in power generations; from the most experience, to average and to apprentice. From experience, the ambiguity of working with different levels of experienced personnel is somewhat stressful, albeit a disaster waiting to happen. As per Tuckman’s work, through Vaida’s interpretation, individuals can be polite, assessment of peers’ personality and grouping themselves apart as per their like-mindedness. (Vaida, S., 2021) Generally, an anxiety towards their work and workmates are discussed.

Team vision, ground rules and explanation of job description should be clearly established. The Leader should spearhead guidance and promote camaraderie to ease the tension of uncertainty and animosity within the group. (Vaida, S. 2021) Failure in doing so could jeopardize the team’s effort for a common goal. Each team member must have an active participation to the team’s common interest to identify connections with one another. 

Storming

Every developing team are always faced with a conflict or two or even more in progressing to their common goal, it is an inherent fact that should not be avoided and discussed to strengthen the team. (Vaida, S. 2021) Storming is a stage where the team undergoes reflection on what to do to achieve its common desire. Personal relations and competitiveness are discussed during this stage. The question of leadership and team hierarchy are being discussed also, together with lack of job explanation and progress. (Vaida, S. 2021) And this is an on-going struggle within the team.

The Leaders should be able to mitigate this concerns early on by being pro-active to their subordinates in solving conflicts within the team and resort to hear feedbacks from within. Communication is key in every team member to move forward and progress.

Norming

As the team progresses to the next level, it will be identified that guideline and a focus in a common goal are required rather than egos and pride. (Vaida, S. 2021)

Accordingly, norming is a stage where a transition of maturity will be developed. People’s differences will be resolved and begin to be more comfortable to each other. Trust is a requirement to lead a team. It is encouraged to collaborate within the team in establishing certain protocols, thus a high level of participation is encouraged as well to define certain roles and establish Standard Operation Protocol (SOP).

 The supervisor should be more open to suggestions to be more flexible in identifying the group’s mandates. There will still be conflicts, but a more reasonable and matured dealings will be observed. (Vaida, S. 2021)

Performing

As conflicts within the group are slowly being managed in a matured way, the next stage fulfills the group’s transition. Team cohesion and a degree of excitement are noted. The relationships of each team member at this stage have a positive impact to conflict as intimacy and group maturity are proven. (Vaida, S. 2021)

However, a risk of deterioration can occur at this stage. But as the group evolve its maturity, a positive mindset is established in moving forward.

Adjourning

As the team reached their goals, certain team members are ready to leave and take on another role or advancement to the next level. Separation anxiety within the team is prevalent during this stage, as certain goals are reached, or a task or project is completed. Some team members are ready to take on another challenge or redeployed or transfer to another group.

A recognition of sort is in order, a certain goodbye, and farewells, with matching accolades. Whilst the group continues to strive productively, a minor crisis may occur temporarily, and a new member will be welcome and the whole cycle will start over again.

Reference

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 93. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 94. https://doi.org/10.24193/subbpsyped.2021.1.05

Vaida, S. (2021). GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS. Studia Universitatis Babeș-Bolyai. Psychologia-Paedagogia, 66(1), p. 95. https://doi.org/10.24193/subbpsyped.2021.1.05

 

 

 

 

 

Discussion 4A: McClelland's Acquired Needs Framework

How do you think your motivations influence the way that you lead or that you will lead in the future?

I score high in the Need for Affiliation under McClelland’s acquired needs framework, theory of motivation and subsequent self-assessment.  Interestingly, I am on the high average.

Before taking the test, I thought I will fall on the Need for Power as sometimes I have the tendency of being the one to lead or the urge to be followed. It turns out, my openness to new challenges and experiences have superimposed my motivation for need for affiliation. As with high affiliation motivation seeks company and mostly interactive. (Corpuz, J.T., Sullano Peña, G., Dela Torre Baconguis, R., 2022)

I am happy with the results since it is in my nature already to favour collaboration over competition. I believe in empowering everyone to have a say or have an input to certain levels of decisions; more so I want to hear what other people’s perspective and seek their point of view to arrive to a better judgement in a particular task. A recent study (Steinman, B, Kleinhart, A., Maier, G.W., 2020) concluded and confirmed the importance of Affiliation Motivation for leadership success. I believe that Affiliation motivation fosters the development of a relationship between subordinate thus creating a harmonious workplace and elimination of animosity between peers. (Steinman, B, Kleinhart, A., Maier, G.W., 2020)

Moving forward, this is exactly my idea of management. If I am privilege to manage a company or one department, my affiliation motivation will cater to the needs of my subordinate: both to their welfare and development, thus honing them to be better individuals in their skills and perhaps a better manager someday. That, I believe is the main goal of being a manager.

Reference

Corpuz, J. T., Sullano Peña, G., & Dela Torre Baconguis, R. (2022). Achievement, affiliation, power and academic performance of business management students of a state university in Cavite, Philippines. Cogent Social Sciences, p.3,  8(1). https://doi.org/10.1080/23311886.2022.2060538

 Steinmann, B., Kleinert, A., & Maier, G. W. (2020). Promoting the underestimated: A vignette study on the importance of the need for affiliation to successful leadership. Motivation and Emotion, 44(5), p. 654. https://doi.org/10.1007/s11031-020-09833-7

Steinmann, B., Kleinert, A., & Maier, G. W. (2020). Promoting the underestimated: A vignette study on the importance of the need for affiliation to successful leadership. Motivation and Emotion, 44(5), p. 642. https://doi.org/10.1007/s11031-020-09833-7

 

 

 

Discussion 4B: Process-based perspective on motivation review

How is inequity determined by a person in an organisation? How can inequity be resolved if it exists?

 There is inequity in every organisation, whether we like it or not, it happens everywhere. I can name a few that I encountered during my employment through the years:

1.)    unconscious bias

2.)    pay gaps

3.)    disparity in promotions

4.)    bullying, discrimination, and harassment

5.)    burnout

6.)    gender inequality, especially to a male dominant workplace. And the more than a hundred-year-old inequity to coloured individual, particularly in the US. In 2020, there are undeniable evidence in the US of racism especially against individuals of colour. (Gagliardi, J.P., 2021)

Although part of the job of first line managers are to sort out inequity within his/her team, as discussed in an article by (Xuan, K., Hussein, K. Jongwook, P., 2022), First Line Managers have more control over Human Resources responsibilities. Effective HR implementation depends on FLM’s competencies and willingness to enact HR practices. It only makes sense if a certain employee who experiences inequity in the workplace should stand up and voice out their concerns; it is not easy to do so but that is the right thing to do. 

The company or organisation have the duty to identify inequity in the workplace by establishing a communication within the organisation and have a campaign of sort to empower every employee to stand up with their rights against inequity. Most companies now are using third party organisation in helping them to identify these biases. Gallup surveys is one of the most popular global analytics and advice firm that helps leaders and organisations solve their most pressing problems. (About - Gallup)

If a company cannot afford a third-party management firm, the Human Resources Department must develop a HR procedure that helps minimise, albeit eliminate inequity in the workplace.

                 1.)    Unconscious bias

    a.       Promote team building activities across company departments

2.)    Pay gaps

    a.       Establish pay grade system, to the best market rates

3.)    Disparity in promotions

    a.       Develop a ranking system that identifies key performance index (KPI) in the workplace to understand how promotion system works within the company

4.)    Bullying, discrimination, and harassment

    a.       Encourage every employee to speak up against bullying in the workplace

    b.        Develop a help centre within the company for abused employees

5.)    Burnout

    a.       Encourage every employee to check on their workmates and bosses every now and then

    b.       Encourage employees to workout

    c.       Participate in the “RUOK” campaign (www.ruok.org.au)

    d.       Fatigue management in the workplace

6.)    Gender inequality

    a.       Promote transparency in the workplace by having a team building for gender neutral position

    b.       Encourage women to progress

    c.       Have a clear policy on discrimination

    d.       Provide flexible working and shared parental leave

 (Collated from Synergy Website, 2023)

 Reference

Gagliardi, J. P. (2021). What Are the Data Really Telling Us About Systemic Racism? The American Journal of Geriatric Psychiatry, 29(10), 1074–1076. https://doi.org/10.1016/j.jagp.2021.06.007

Kou, X., Kurdi-Nakra, H., & Pak, J. (2022). The framework of first-line manager’s HR role identity: A Multi-actor HR involvement perspective. Human Resource Management Review, 32(4), 100898–. https://doi.org/10.1016/j.hrmr.2022.100898

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Big 5 Personality – Openness to new experience

This is no revelation to me. I belong to the openness to new experiences trait, as I know first-hand that I am an adventurer type of a person. Always a yes to new journey. 

I used to be timid and shy, with lots of reservations to people around me. Apprehended to try out new things and afraid to engage outside the ordinary. In short, my shell has not yet crack sort of thing.

Then life happens.

I was introduced to trials, failures, losses, betrayals, heartaches, etc. I finally realized that I need to distance myself to bad vibrations. I have realized that a happy perspective is far better than lingering in the past. I have embraced a culture of positivity in all aspect of my life; instead of seeing the negative side of failure, I see to it to always check the good side it brings. And finally, my shell cracked open that introduced me to a new wonderful me.

My life was on a reset, and everything was colourful after that. As separation leads to reset initiating new experiences. (Körner, A., Strack, F., 2021). I am on a journey right now to inspire anyone that have experience what I have had experience. I understand the pain they are suffering and would want to help in any way I can. I want to inspire the uninspired.

Having a personality of openness can sometimes be an avenue for disaster. I have had some episodes that tested my character. Being eager to meet new people and start an adventure with them sometimes you ignore obvious red flags along the way. You failed to see that you are just being used and abused. I understand the feeling of being duped, having a tamed heart, it’s a shocker of an experience. But as painful as it seems, one should learn to just charge it to experience and move on. It is still an experience to cherish, and a lesson to ponder. Eventually your maturity will settle in, and you will learn to see the positive side of the negativity you have had experienced.

 

Reference

Körner, A., & Strack, F. (2021). Specifying separation: avoidance, abstraction, openness to new experiences. Behavioral and Brain Sciences, 44https://doi.org/10.1017/S0140525X20000497

 

Methods used to get the most out of learning style to be successful learners

 As suspected, based on the Learning Style Inventory Self-Assessment Questionnaire (SAQ), I learn more through visual and tactile preference.

Since I was a child, I am more intrigue in learning through visual aids in front of me. I get excited whenever my parents were putting drawings in our small black board at home; my father set-up a black board at home as his way of teaching us at home. I can retain more information that way and I can still vividly recall some of the learning experience I have had during my kindergarten class; those clay moulding still sticks in me.

Fast forward to my apprenticeship in a power plant, I prefer and learn more if am to write down all the specific data, set points, alarms and logic diagram in a small notebook, and then browsing it every now and then for reference, eventually memorising it by heart. I still have those commissioning records from about 15 years ago written in a small pocketbook.

Most of the time, I can easily explain certain scenarios involving my job as a power plant controller by using visual aids, drawings, and piping and instrument diagrams (P&ID) to my colleagues and managers. I can easily visualise what’s on the field through process flow diagrams and learn from actual tracing those process flow diagrams in the field rather than someone explaining it to me verbally.

In my technical background in power plant, where a lot of technical aspects should be learned and heaps of parameters need to be known by heart, I find it helpful to use highlight items for easy referencing. This technique works also in the Piping and Instrument Diagrams (P&ID) wherein common practise in the field is to highlight valves and instrumentation that needs to be isolated or closed for maintenance to proceed with their troubleshooting. As a common practise in my field as well is to double check all relevant isolation before and after maintenance to avoid incidents and accidents.

In an engineering background, colour coding is a legislation as part of a code in designs and specifications. As an Engineer, we are trained to follow certain sets of colour coding in all aspects of civil, electrical, mechanical, architecture, and instrumentation. (AS1100)

I am equally interested to read books or magazines if the visual representation or cover are of good design; colourful and vibrant, this really gets my attention. I am aware as well that I am good in solving puzzles, it challenges me in a way that I will really put a lot of attention on it, or even spend a lot of my time cracking it. Board games attracts me as well, particularly chess. There are a lot of moves that is almost not the same as previous games of chess, but all moves are pre-destined already.

In this day, with all the advancement we have made in the field of education, there are really a lot of facets that will help us improve our learning curves. With the generation of internet, YouTube, and the influx of knowledge-based influencers, we can almost always learn from them by simply accessing social medias and find things that interests you. One clicks of a button, and you are all set to explore your imagination.

 

Reference

AS 1100.101-1992 Technical drawing - General principles (saiglobal.com)