May 23, 2010

Team exercise: Hotel

At the beginning of the Hotel exercise, our leader made a clear briefing to team and delegated different tasks to each team member. However, during the process of decision making, it was dominated by some people and left the rest behind, in particular, a sense of demotivation. None the less, this helps me to think how to be heard in a group esp with people who are more articulate than me. The problem is the way I express myself. Indecisive and ambiguous styles are the obstacles for achieving effective communication. It makes the impression that I don't even trust myself. As a result, my opinions, even if they are constructive, are most likely to be neglected in a group. This is the area needs to be improved for being an effective follower as well as a influential leader in the future.

Additionally, during the Leader and Observer's reflection session, it was great that some people pinpointed the issues during the Hotel exercise. Having an honest feedback is essential for further improvement. However, we need to learn how to give a feedback rather than criticism especially in public. Being silence does not mean nothing happened or scare to express real feelings. Under that circumstance, people would take it as criticism rather than feedback. How we expect people to improve if they do not accept our honest suggestions? People need to be convinced otherwise the good intention will be distorted. This would lead to frustration and misunderstanding between two parties.

In particular, I was surprised that how come a good listener in our team became an authoritative person in the Hotel exercise. After class, I learnt from my teammate that he led differently upon the composition of the group members. He understood well his followers thus he applied different styles of leadership to lead the team! This resonates my area for further improvement. I am too comfortable to work with people who listen well. With different team members, I need to adjust my style to communicate more effectively.


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