- Forming, storming, norming and performing- sounds like a really good idea but I don't know if groups really use this formula. I think that most groups do this on their own- not necessarily with such boundaries as this chapter points out.
- Roles- a lot of times in groups that we form for school activities we don't have set roles. Usually we just do what needs to get done. I like that this chapter maps out what each role or positions descriptions are though.
- Creative conflict- usually the conflict that the groups I have been in tend to be bad- not constructive or creative. Chart 7.3- usually the conflict lies on the liability side..not usually the advantages side. Although, now that I have read this I can try and turn conflict into an advantage.
- Decision making- I am glad that we all decided that vote is the best way to make our groups decision because the book points out that having one person make decisions for the group can cause controversy.
- Organizational culture- how valuable is a companies "hero?" I don't understand how someone can become so valued that they are virtually immortal.
- Community- the stronger the community the stronger the organization
- The renewal process- continuous renewal is necessary in groups and orgs in order to renew values- deep change
- Empowerment- you can empower those that you trust- if you don't trust someone it is hard to know if they have the best interest in mind
- Understanding change- change is not always a bad thing- sometimes change is needed to revitalize an org or company- without changing a bad thing to a good thing you will be taking the path towards downfall
- Civic engagement- in order to be productive you have to become engaged- we have the responsibility to create a better future
- Joining with others- find something that you think needs to be fixed or addressed, find people that are also affected by it and inspire and empower them
This book is hard to blog about- I feel like I am just somewhat summarizing this section.
2 comments:
This book is really hard to blog about - there's so much information it's hard to pick just a couple things to discuss!
I agree about the forming, storming (etc.) - while groups may do this, you don't say, "well, we need to make sure we go through the storming stage, otherwise we will not be able to set our boundaries & rules of the group," So, I don't think it's really formal like the book implies. (At least not in any group I've ever been in.)
I also agree that our group picked voting. I was also surprised at the definition the book gave for consensus. I guess in every group I've ever been in, people viewed or used consensus the same way they did voting - so that's what I've always done. But, I guess that's not right.
I did like how the book described decision making, though, when decisions are made by one person. (Using the Relational Leadership Model). However, sadly, I don't think many leaders do this - and it needs to be more widely practiced.
I agree with both of you--I don't think that things are as formal or as easy (especially the part on handling group conflict!) as this book makes them seem. The ideas it promotes kind of seem idealistic as well. The world would be amazing if our leaders would employ all aspects of the relational leadership model! It does seem like a good model to base leadership off of though...
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