Online Reflective Practitioner Instructions March 18(1)

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BUAD 6305-1QA – Spring 2018 Reflective Practitioner Session Instructions This activity will provide learning opportunities for each student to reflect upon and analyze, from an objective point of view, an interpersonal interaction they recently experienced or expect to experience, with a less than positive, effective outcome. Additionally, everyone will get practice providing feedback to others after assessing opportunities for improvement in interpersonal interactions. The goal of this exercise is to identify how the theories, models, concepts, and skills we have studied in this class might be applied to change the underlying assumptions, and thus the behaviors and potential outcomes, during similar interactions in the future. The ultimate goal of reflecting back on an interaction is to become more aware of what your underlying assumptions were/are and to think about how those might be changed to improve future interactions. As an effective leader you will want to increase your comfort in adjusting your behavior as necessary during the course of the myriad interpersonal interactions you engage in every day. Follow these steps to prepare for and conduct your Reflective Practitioner Sessions with your team: 1. Prepare your own case – you will be examining a challenging interaction with one or more people that (a) you have already experienced, or (b) you realistically expect to experience in the near future. (Refer to the sample case on the following pages) 2. Begin the description with a brief Overview of the case - a paragraph about the purpose of the interaction, the setting, the people involved, and any other important details 3. Next, write about what your Strategy was in the situation. What were your objectives in this interaction, how did you intend to achieve them, and why did you select those strategies? 4. Follow that by writing a few pages of the Dialogue that actually occurred or that you expect to occur. Use the following format: On this side of the page, write what was going on in your mind while each person in the dialogue is speaking (including yourself) On this side of the page, write what each person actually said or what you expect them to say. Continue writing the dialogue until you believe your major points are illustrated. BUAD 6305-1QA – Spring 2018 1

5. Make an initial posting in your team’s designated threaded discussion. Include the following: a. Look beneath the actions, words, and even the thoughts in your case study to examine your motives in the situation (similar to what we did with the intention point on the Awareness Wheel in the P.E.A.L. exercise – however this should be done in greater depth this time). Then, describe the Underlying Assumptions that you think you held about effective action in this case. b. Add any other details that may provide more context for your case c. Indicate aspects of your case about which you would specifically like to receive feedback . d. Upload your case study as an attachment to your initial posting (do not put your case in the body of the posting). e. This should be completed by 12:00 Noon on Sunday, March 25 . 6. Download and review your teammates’ cases and be prepared to provide feedback in the discussion designated specifically for your team. When reading the cases shared by your teammates, look for opportune places to apply the various EQ, team, and relationship concepts / skills that we have addressed in this class. For example, someone’s case dialogue may indicate that they were being defensive, or they were not asking effective open-ended questions, or they weren’t using the most appropriate conflict management strategy, or their social awareness appeared low because they were missing social cues, etc. Pay particular attention to their underlying thought processes and assumptions so you can point out where changing their thinking – and subsequently their actions – might result in a more positive outcome in the situation. Be sure to pay attention to the areas for which your teammates indicated they would specifically like feedback. However, do not limit your feedback only to those areas. View the case as a whole and look for opportunities where they could apply any and all models / concepts / behaviors from the entire semester so far. 7. You will then respond to each of your teammates’ original postings about their cases, to include the following: a. Offer your observations as to the efficacy of the case writer’s underlying assumptions. b. Also offer suggestions for the application of principles / skills learned during this class that might lead to different assumptions and behaviors when the case writer finds themselves in similar situations in the future. BUAD 6305-1QA – Spring 2018 2

The objective is to propose alternative assumptions that your teammates could have made (or will make) in their case, and suggestions for developing different behavioral strategies that would result in more successful outcomes, while also preserving the quality of your relationship with the person(s) described in your case. 8. When possible, use the feedback format we practiced in previous exercises:  Your assumptions and actions in this case were effective because . . .  Your assumptions and actions would have been more effective if . . . 9. Post your responses to each of your teammates’ cases no later than 11:59 PM, Wednesday, March 28 . 10. After reading all of your teammates’ responses to your case posting, make a final posting to outline how you plan to change your behavior the next time you find yourself in a situation similar to what you described in your case study. Share your own insights about your case and incorporate suggestions from your teammates’ feedback. This final posting should be made no later than 11:59 PM, Friday, March 30. 11.Everyone should remain open to their teammates’ suggestions and acknowledge each of them without becoming defensive. Graciously accept it for the learning opportunity that it is. ASSIGNMENT TIMETABLE Deliverable Due Date / Time Make initial entry into your team’s threaded discussion:  Describe your underlying assumptions / motives in your case  Provide additional contextual information  Indicate specific areas where you want feedback  Upload your case into your posting 12:00 PM – Noon Sunday, March 25 Respond to each of your teammates’ cases within your team’s threaded discussion 11:59 PM Wednesday, March 28 Make your final posting to your original case study posting to outline your intended behavior changes based on your teammates’ suggestions as well as your own learnings 11:59 PM Friday, March 30 BUAD 6305-1QA – Spring 2018 3

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SAMPLE REFLECTIVE PRACTITIONER CASE STUDY Adapted from: Agyris, C. & Schon, D. A. (1974). Theory in practice: Increasing professional effectiveness , (pp. 60-62). Jossey Bass: San Francisco. Overview : (briefly explain the situation, the people involved, and the purpose of the interaction) I am the marketing manager for Company A. Several other representatives of the company and I were asked to inform the president of Company B that two customer service representatives assigned to Company B are being promoted and two new ones are being assigned. I predict that this action will upset the president because his firm depended on the two representatives for important technical assistance in installing and using the complicated systems Company B has bought from our company. Strategy : (what were your objectives and how did you plan to achieve them?) My strategy going into the meeting was: 1) to review current progress to confirm that things were going well; 2) to announce the new assignments; and 3) to correct the president’s expected feeling that Company A was not concerned about his company The Interaction : (enter actual dialogue first, then go back to enter your thoughts at the time) My Thoughts (enter this second) Actual Dialogue (enter this first) Take the initiative and define the job to be done Marketing Manager : I would like to review the purpose of today’s meeting Oh no! The four of us have triggered off questions in his mind. My strategy of beginning with a review is going to have to be changed. He senses that there are more important reasons, so I’ll just have to come to the point President: Yes, what is the objective of today’s meeting? Why are four of you here? Marketing Manager : There are two purposes for today’s meeting. One, obviously is to review the status of your account with you. Second, and the most important reason for the meeting is to review a change that we are making on the account. From time to time, excellent opportunities come up for our customer service reps. When that occurs, we do not want to block deserving individuals. We obviously cannot control the timing of these opportunities and such an opportunity has appeared for representative 1. We are very pleased to advise you that he is being promoted to a new job. BUAD 6305-1QA – Spring 2018 4

Oh, no! This will really set up back. President : You can’t pull him out when I need him most. When he hears this, he is really going to go through the roof. But I have to tell him to make him understand that he cannot change it. Marketing Manager : Your account has a lot of progress; your people are more than self-sufficient. I assure you, the new representative is very well- qualified. [The president is quiet and shakes his head]. Well, we can’t control when these opportunities occur, and when an individual deserves a promotion, we should promote them. We’re also going to promote representative 2. The president is furious President : No! No! No! You can’t do that. It’s totally unacceptable. You know I signed with your company because of the support you promised. I knew I could pick up the phone and someone would help us. Now you’re doing this to me! No! No! No! I’ve got to use his own argument against him Marketing Manager : You made the right decision. These changes will give you the opportunity to test our support and commitment to you; let us demonstrate it to you. President: (Probably thinking “I can’t believe they are not giving me a choice and I don’t like it. But they have been good so far. I’ll give them a chance. What else can I do?”) Listen. I hear what you are saying. I don’t like it one bit, especially when you surprise me like this. Alright; I’ll go along, but I’m going to make you responsible for proving your claim before we will commit to extending our service contract with you. BUAD 6305-1QA – Spring 2018 5

Online Reflective Practitioner Instructions March 18(1)

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