I find the phenomenon of groupthink to be very interesting. I think groupthink happens in most classes where there are presentations. The first group is always at a disadvantage, especially when there are limited parameters such as in this class. I have experienced this for presentations even when there are parameters. Groupthink was not mentioned in the 'Teams' presentation, so I would like to take the opportunity to explain how it has affected me in my schooling.
Groupthink has occurred in my academic career several times. The most recent time was on a group project last semester. My group was the first to present our project so we did not have the opportunity to learn the formatting and the professor’s preferences ahead of time. Without this information or her guidance, we were not initially able to satisfy her expectations. Had we considered the variability ahead of time, we could have reached out to her before the due date to ensure we were on the right track. Groupthink contributed to this issue because all team members were under the same impression that this was a standard presentation as we had in other business classes. If we had students from other majors in our group, they may have pointed out inconsistencies in her class compared to our other classes that we had not noticed.
As Jess said in class today, her group was first to present this semester. She self assessed their presentation as boring and dry- just flipping through slides. After a few more presentations they realized the different ways they could teach such as through videos and activities. If they had the experiences with presenting for an entire class that Kyle and I have had, it could have been different. Perhaps Kyle and I contributed to groupthink and would have been better suited to present with other groups.
Monday, May 8, 2017
Post Grad Life- Mentorship in the Workplace
I read an interesting article on mentorship from Forbes recently. We had a class in the "two" section of the semester on mentorship, which I found interesting, however, I was not looking through the lenses of a person who will literally be in the workforce in a month. Although I am joining the company I interned with last summer, I have selected a different office in Boston and therefore only know one person.
The article talks about setting an agreement from the beginning to make sure there is no confusion and each party starts on the same page. Things to be discussed are how often to speak, schedules, and whether or not there is a personal connection. The article says that without actually liking the person on the individual level, it will end up being a chore to chat- even if they have a lot to teach.
So how do I pick a mentor? Should it be within the company I am working for? Is that a conflict of interest if they are in my department or senior to my manager? How do I promote myself so that they want to mentor me?
I overheard a conversation with career coach this past summer that held an interesting idea. They were telling this to a friend of mine at a casual social gathering. This friend was hoping to climb in their company but felt held back by her manager. The coach said to make an effort to meet everyone in the (small) company. She said to try to have coffee with someone new every week. It could be 15 minutes, it could be an hour, but get your face out there and really learn what everyone does, where they are, and who could be an ally and friend. I think this is where my mentor search will start. I want to meet everyone, have a meaningful conversation with anyone, and get my feet wet as to what I want from the company, position, and myself.
The article talks about setting an agreement from the beginning to make sure there is no confusion and each party starts on the same page. Things to be discussed are how often to speak, schedules, and whether or not there is a personal connection. The article says that without actually liking the person on the individual level, it will end up being a chore to chat- even if they have a lot to teach.
So how do I pick a mentor? Should it be within the company I am working for? Is that a conflict of interest if they are in my department or senior to my manager? How do I promote myself so that they want to mentor me?
I overheard a conversation with career coach this past summer that held an interesting idea. They were telling this to a friend of mine at a casual social gathering. This friend was hoping to climb in their company but felt held back by her manager. The coach said to make an effort to meet everyone in the (small) company. She said to try to have coffee with someone new every week. It could be 15 minutes, it could be an hour, but get your face out there and really learn what everyone does, where they are, and who could be an ally and friend. I think this is where my mentor search will start. I want to meet everyone, have a meaningful conversation with anyone, and get my feet wet as to what I want from the company, position, and myself.
Open Pedagogy- a semi reflection
I found a blog about open education written by David Wiley, a creative fellow and adjunct faculty at Brigham Young University. He discusses lots of topics surrounding the topic of open pedagogy, or OER (open educational resources).
He gave a nice analogy in 2013 about how OER differs from traditional textbook-lecture class structure and how that should be celebrated. The analogy reads, "Using OER the same way we used commercial textbooks misses the point. It’s like driving an airplane down the road. Yes, the airplane has wheels and is capable of driving down on the road (provided the road is wide enough). But the point of an airplane is to fly at hundreds of miles per hour – not to drive. Driving an airplane around, simply because driving is how we always traveled in the past, squanders the huge potential of the airplane."
I like this analogy because it highlights application of material learned or researched. Yes, you can read a textbook or drive an airplane, but to learn (or fly) you must learn to apply, understand, question, and augment. This class is a lot like learning to fly an airplane. Not only does writing a primer, keeping a portfolio, and researching/presenting a topic help us learn and remember in a new way, but the self direction and forced accountability helps us 'take- off' professionally. As I've mentioned in a far past class, I go home and talk about what I learned that day, I apply it to my current relationships and projects, and I vividly remember lessons and activities that I found valuable. I cannot say that for most other classes.
He gave a nice analogy in 2013 about how OER differs from traditional textbook-lecture class structure and how that should be celebrated. The analogy reads, "Using OER the same way we used commercial textbooks misses the point. It’s like driving an airplane down the road. Yes, the airplane has wheels and is capable of driving down on the road (provided the road is wide enough). But the point of an airplane is to fly at hundreds of miles per hour – not to drive. Driving an airplane around, simply because driving is how we always traveled in the past, squanders the huge potential of the airplane."
I like this analogy because it highlights application of material learned or researched. Yes, you can read a textbook or drive an airplane, but to learn (or fly) you must learn to apply, understand, question, and augment. This class is a lot like learning to fly an airplane. Not only does writing a primer, keeping a portfolio, and researching/presenting a topic help us learn and remember in a new way, but the self direction and forced accountability helps us 'take- off' professionally. As I've mentioned in a far past class, I go home and talk about what I learned that day, I apply it to my current relationships and projects, and I vividly remember lessons and activities that I found valuable. I cannot say that for most other classes.
Thursday, April 27, 2017
HMP Minor- it's almost over!
I am so happy and honored to be an HMP minor.
There were obstacles in starting a minor during my senior year. Most people that I explained my dilemmas to would simply say "well, you tried!" as if I would ever give up something I felt strongly about. I am the type of person that will skip sleep altogether, work 5x harder than others, and do what I need to do to get where I want to be. Giving up was not on my radar. I was currently taking 2 HMP courses. I only realized the extent of my struggles to get this minor once the time and room schedule for spring semester was released. HMP 721 was not on the roster to be taught, a crucial course for the minor. Additionally, I had heard that my financial management course at Paul would satisfy one of the minor courses, though I had a hard time confirming that with anyone. There is no system for tracking minors within UNH, or specifically within the HMP department, which is a good reason for the lack of advising/communication available to minors. I met with a professor, who suggested I send an email, that landed me in the office of the director of undergrad studies for HMP at 8am on a Monday in November. I came prepared with several alternate courses at other institutions to satisfy the 721 credit and a plan to take 401 during J-term.
His advice and the joint approval from he and Dr. Bonica led to me taking an online Northeastern course for 8 weeks starting mid January, and both 401 and 722 during spring semester. It was a whirlwind of an 8 week stint between my courseload at UNH, a 16 week course condensed into 8 at Northeastern (trust me, corners were not cut), and a job. I think I am better for this experience. One of my comments at the end of my NEU course was that the material was bountiful, the expectations were high, the deadlines were often, but I proved to myself I could do it, and I learned more than ever along the way. If I had heard ahead of time how difficult and strenuous that class would be, I may have doubted my abilities. I gave it a go because I believe I can rise to the occasion. I never considered giving up, and I feel incredibly proud to be finishing my time here with such a great minor.
There were obstacles in starting a minor during my senior year. Most people that I explained my dilemmas to would simply say "well, you tried!" as if I would ever give up something I felt strongly about. I am the type of person that will skip sleep altogether, work 5x harder than others, and do what I need to do to get where I want to be. Giving up was not on my radar. I was currently taking 2 HMP courses. I only realized the extent of my struggles to get this minor once the time and room schedule for spring semester was released. HMP 721 was not on the roster to be taught, a crucial course for the minor. Additionally, I had heard that my financial management course at Paul would satisfy one of the minor courses, though I had a hard time confirming that with anyone. There is no system for tracking minors within UNH, or specifically within the HMP department, which is a good reason for the lack of advising/communication available to minors. I met with a professor, who suggested I send an email, that landed me in the office of the director of undergrad studies for HMP at 8am on a Monday in November. I came prepared with several alternate courses at other institutions to satisfy the 721 credit and a plan to take 401 during J-term.
His advice and the joint approval from he and Dr. Bonica led to me taking an online Northeastern course for 8 weeks starting mid January, and both 401 and 722 during spring semester. It was a whirlwind of an 8 week stint between my courseload at UNH, a 16 week course condensed into 8 at Northeastern (trust me, corners were not cut), and a job. I think I am better for this experience. One of my comments at the end of my NEU course was that the material was bountiful, the expectations were high, the deadlines were often, but I proved to myself I could do it, and I learned more than ever along the way. If I had heard ahead of time how difficult and strenuous that class would be, I may have doubted my abilities. I gave it a go because I believe I can rise to the occasion. I never considered giving up, and I feel incredibly proud to be finishing my time here with such a great minor.
Monday, April 24, 2017
Class 4/14- Colleen, David
During today's class, Colleen and David spoke about leadership effectiveness, styles, and crisis leadership (PR standpoint). For pre-work, we were asked to read and article and take a quiz. The quiz asks a series of relevant and irrelevant questions and preferences. After taking the quiz, I received the label of "authoritarian" which I find to be a negative term. Yes, I like rules and I certainly follow them and feel more comfortable with them for myself, but I do not impose on others or create and enforce them.
Onto the presentation- it was fantastic. There were great examples from all ends of the spectrum, health, government, and business. There was an awesome interactive activity modeled after UMich that allowed us to deal with PR scandals and devise a plans for an abusive healthcare beneficiary.
One of the first few slides gave me the great advice and ensured that I am on the right path in my style. The slide basically read, "Don't allow emotions to get in the way. Don't take things personally. Keep a positive mental attitude." Keeping my emotions at bay is a common theme for me. My mentor at my internship this past summer applauded me for this skill. It was also a theme when I took the emotional intelligence quiz from earlier this semester. I do, however, take some things personally in the workplace. If anyone has suggestions for how to keep my personal feelings from being hurt- even though I don't let it show or affect my work- please let me know! Thanks!
Onto the presentation- it was fantastic. There were great examples from all ends of the spectrum, health, government, and business. There was an awesome interactive activity modeled after UMich that allowed us to deal with PR scandals and devise a plans for an abusive healthcare beneficiary.
One of the first few slides gave me the great advice and ensured that I am on the right path in my style. The slide basically read, "Don't allow emotions to get in the way. Don't take things personally. Keep a positive mental attitude." Keeping my emotions at bay is a common theme for me. My mentor at my internship this past summer applauded me for this skill. It was also a theme when I took the emotional intelligence quiz from earlier this semester. I do, however, take some things personally in the workplace. If anyone has suggestions for how to keep my personal feelings from being hurt- even though I don't let it show or affect my work- please let me know! Thanks!
Thursday, April 13, 2017
Religion in the Workplace, Vicki Wilmarth
At the beginning on my Women in Business meeting today, I was asked by the vice president if I will be going home this weekend. I was asked along with another girl that confirmed she will be traveling home. For a quick moment, I wondered why I would be going home- and why she would ask me. Within about two seconds I made the connection, Easter. I happily informed her that I am Jewish and was home Tuesday and Wednesday for Passover. Although this happens to me a lot, the holiday crept up quietly for me. This semester is incredibly busy and filled with memorable days.
Religious assumptions are everywhere. I know that 75% of Americans reported being Christian in 2000. So, yeah, maybe its a safe bet. As I go into the workforce, however, I think it is a bet not worth making. Vicki Wilmarth agrees, "Just assuming that all of your employees believe the way that you believe is naive and could be legally costly." (2008) The Civil Rights Act of 1964 protects me from discrimination and harassment in the workplace for religious reasons.
In this same article by Wilmarth, she outlines several rules to live by when it comes to religion in the workplace. My favorite point is the first, "While it is important that you find out if your employees have religious issues affecting their jobs, don't try to engage them in a theological debate or reform their religious views." I appreciate that point because often times I am questioned for my beliefs. The situation or audience dictates what I share. Sometimes I bypass a religion conversation altogether by just agreeing or staying quiet. I certainly do not openly share that I am Jewish to everyone. When it comes from friends, I usually know that they mean no offense. Especially in NH, not many students know Jews. In fact, I have been the first for many. I find it a mitzvah to educate the uninformed about the religion (I know it is an easy one to hate) although sometimes I get tired or fed up by those who only question and won't listen. I have not yet decided how much I will share in the workplace after graduation. Please do not interpret this as shame or embarrassment, I simply don't want to wonder (or be told) how everyone around me feels about it.
Religious assumptions are everywhere. I know that 75% of Americans reported being Christian in 2000. So, yeah, maybe its a safe bet. As I go into the workforce, however, I think it is a bet not worth making. Vicki Wilmarth agrees, "Just assuming that all of your employees believe the way that you believe is naive and could be legally costly." (2008) The Civil Rights Act of 1964 protects me from discrimination and harassment in the workplace for religious reasons.
In this same article by Wilmarth, she outlines several rules to live by when it comes to religion in the workplace. My favorite point is the first, "While it is important that you find out if your employees have religious issues affecting their jobs, don't try to engage them in a theological debate or reform their religious views." I appreciate that point because often times I am questioned for my beliefs. The situation or audience dictates what I share. Sometimes I bypass a religion conversation altogether by just agreeing or staying quiet. I certainly do not openly share that I am Jewish to everyone. When it comes from friends, I usually know that they mean no offense. Especially in NH, not many students know Jews. In fact, I have been the first for many. I find it a mitzvah to educate the uninformed about the religion (I know it is an easy one to hate) although sometimes I get tired or fed up by those who only question and won't listen. I have not yet decided how much I will share in the workplace after graduation. Please do not interpret this as shame or embarrassment, I simply don't want to wonder (or be told) how everyone around me feels about it.
The Other Side of Difficult Conversations
During Monday's class we were able to have a guest lecturer, Chris Armijo, via Skype call. The technology was surprisingly cooperative, which was a relief following Professor Bonica's difficulty in technical presence during his conference.
Major Armijo spent a majority of his time explaining his experiences and how he got to where he is. His stories were interesting, his journey through the reserves and then active duty were not typical.
Towards the end of the class he was addressing the topics outlined ahead of time. He was discussing difficult conversations, many points that Kyle and I had made last week, when I was able to ask a question that I have been wondering about since my last job and our presentation. Kyle and I felt it was more inline with the class to discuss things from the manager's perspective but I had questions about difficult conversations initiated by the junior employee. Major Armijo stressed the importance of being prepared. Having data, stories, and a concrete plan going forward is very important. He explained that if we are looking for a specific outcome, we need to voice that, otherwise we are leaving it up to the manager to guess what we want.
During our presentation we discussed the importance of having a plan in mind before beginning the conversation. Major Armijo explained that it is important regardless of the initiator.
Major Armijo spent a majority of his time explaining his experiences and how he got to where he is. His stories were interesting, his journey through the reserves and then active duty were not typical.
Towards the end of the class he was addressing the topics outlined ahead of time. He was discussing difficult conversations, many points that Kyle and I had made last week, when I was able to ask a question that I have been wondering about since my last job and our presentation. Kyle and I felt it was more inline with the class to discuss things from the manager's perspective but I had questions about difficult conversations initiated by the junior employee. Major Armijo stressed the importance of being prepared. Having data, stories, and a concrete plan going forward is very important. He explained that if we are looking for a specific outcome, we need to voice that, otherwise we are leaving it up to the manager to guess what we want.
During our presentation we discussed the importance of having a plan in mind before beginning the conversation. Major Armijo explained that it is important regardless of the initiator.
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