response to peers

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Discussion 1 Instructions:
Personal Intervention: Reflect on this weekâ??s lecture and, based on your limited knowledge,
would you say that you are a D, I, S, or C? Write that down, then follow the link, and take a free
DiSC assessment. Once you complete the assessment, compare it to your initial observation
based on the lecture. Read your results and notice the % in the pie chart of your results. The
highest percentage will be your dominant or default style. Keep in mind we all have all of the
DiSC components in our behaviors and adapt when necessary. Based on your results, how do
you feel this information could benefit your personal and professional life? Respond to two
classmatesâ?? posts.
Response Instructions:
Respond to your peers in a minimum of 125 words. Utilize the reading material to support your
claims.
Student 1:
After reading this weekâ??s lecture, I chose â??Sâ? for my DISC type in which refers to steadiness due
to my ability to complete tasks and willingness to help others. I donâ??t consider myself patient but
I am willing to listen to what others have to say. I definitely agree with my results from taking
the DISC assessment.
Compliance: 36
Steadiness: 31
Dominance: 18
Influence: 16
Scoring high in compliances describes someone who avoids risk taking. I personally avoid taking
risks and live life based on a routine. I avoid confrontation and adapt in any situation. Although I
like working with others and can adapt, Iâ??m very comfortable working alone. Im not surprised by
scoring low in influence because I tend to be timid and passive. When I have to communicate
anything, I tend to communicate straightforward and to the point.
Student 2:
After reading this weeks lecture, I would say that I am either a D or I. I am a very competitive,
direct, organized, and impatient person. Yet, I also am very confident, open minded, a tad
impulsive and I love being a team player. Which describes both dominance and influence
behaviors.
D â?? 50%
I â?? 19%
S â?? 17%
C â?? 13%
As I can tell from the results above, I have a very much a D. However, I almost want to retake
this assessment because I feel that D and I should be about equal. This is a bit surprising to me
that these two are not closer in numbers. I am not sure if I completely agree with this assessment.
Discussion 2 Instructions:
Referencing this weekâ??s lecture, assess the changes you have made in your personal or
professional life and evaluate how well you maintained the change. Do you agree with the
argument that change is easier to make than maintain? Why or Why not?
Instructor Follow up question:
How do you feel about the nature of teaming as being cyclical versus linear? I found in my
research that teams have a tendency to be more cyclical in nature and would go through the
forming, storming, norming and even adjourning, stages repeatedly. Organizations that
encourage change would be more likely to see the cyclic nature of teams particularly those that
use project management vs say a static industry like perhaps Coca Cola. Any thoughts?
Student 1:
This concept of team development is something I’m very familiar with, and one that we have
spent a lot of time on in my current career. I work in a call center, where we do realignments
every 6-9 months to mix up the teams and create more competition with individual and team
performance. The four stages of development happen with every single team, but the trick to
reaching success when you want it is to find a way to get through these stages and to the
performing stage and quickly as possible.
I just recently started with a new team, a new group of 10 individuals. I’ve only been with them
for a few weeks and with some of the representatives we have already reached the norming
phase, where with others we are definitely in the storming phase as we try to learn each other’s
ways of doing things. Every leader does things differently and I have high expectations of my
reps. Some of these reps are okay with that and are willing to do what I ask without argument or
push back, while others want to do things their way. Because one of my strong traits is
dominance, I tend to be straight forward and blunt with my feedback and expectations and it can
be a real struggle to some representatives who aren’t used to that or don’t like it. This is why the
storming phase can be the toughest one for me to move past and get through. I have realized in
my years as a leader, that I have to be the one to adapt to my employees and I can’t expect them
to all get on board with my vision if I’m not willing to adapt my style and be flexible with what
works best for them.
Student 2:
Applying Tuckmanâ??s stages of team development (Forming, Storming, Norming, and
Performing) to my current job I feel two really stand out. I believe my team is stuck in this
vicious Groundhog Day cycle somewhere between the Storming and Norming stage. I think most
find the forming stage to be the easiest (rated on level of difficultly). Unfortunately, our shift
lead is not the greatest by any means; Iâ??m not just saying that to be mean (itâ??s a collective
thought between majority of co-workers). When tension arise, our typical flow usually goes
through a process of newly rules enforced immediately (which 90% of the time is not the
solution), lowers team morale, loss of team members, and fails. We never get to the Norming
stage, we only begin it until the inevitable failure happens, which goes back to Storming. I think
this is largely due to the enormous lack of inconsistency from the lead (Do as I SAY not as I
DO). As for negotiating the storming stage, I think my team has come to live with the terms that
â??it will never be as good as it was yesterday,â? which is very sad to say. Now we just expect the
worse or brush it off saying â??Iâ??m not surprised this is happening.â? Try to make the best of it until
we get a new lead or something miraculously changes. Our text states: â??Helping team members
understand the life cycle helps them recognize the challenges and conflicts that arise as normal
developmental processes. This in turn helps depersonalize the difficulties associated with
collective goal pursuit and allows members to focus on moving to the next stage� Bierema,
2014). I highly agree with this an may print this off to bring into work for my lead.

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