Management Simulation Analysis

MGMT 610 Simulation Analysis 2

Over the last week, I have steadily gained more awareness of my own personality and learned several frameworks to help shape our team dynamics going forward. “The Adaptable Leader” highlighted the big five personality traits which helped give insight into my strengths and weaknesses while working in my learning team. My personality profile was relatively high in agreeableness and openness. “The Adaptable Leader” suggests that a leader with this profile will adjust their behaviors to the surrounding culture and is best suited for a creative environment. I agree with my profile, and I believe some of my traits directly led to problems while working on the learning team. During situations that required creative thinking, I often found myself shutting down ideas in order to be more agreeable with the team. If I offered an idea to the group and I interpreted negative feelings from the team, I would pull it from the table and lower my engagement from the activity. Certainly some of my interpretation of rejection from the team was coming from the “Ladder of Inference”. For example, I would pitch an idea and look around the room and see two team members on their computer, two with blank stares and then finally one member saying “maybe that is not a good idea”. Instead of inquiring about my team members opinions, I would just assume that they thought my idea was bad and I should be quiet to keep the group moving forward. My urge to be agreeable led me to shut down, which both inhibited my personal preference for openness and raised my white flag in the group discussion.

I had two major personal takeaways after reflecting on the course and the simulation. First, I need to inquire more about where my team is coming from and what they are actually thinking. If I have a better idea about what my team is thinking and feeling when I am proposing possible solutions, I can better craft future suggestions and also not take outcomes so personally....