FINAL BLOG

To All My Colleagues, 
 
This has been an amazing journey getting to know each of my colleagues during each course since the beginning of entering our Master classes. We are now moving on towards our specialization courses or that of something other. I wanted to send warm wishes and my appreciation for each of you as you all have shared a special part of who you are. Thank you so much for allowing me to learn from you as you opened up your heart to share your lives, your passions and your experiences. This has been an incredible journey and well worth the sacrifice. We are now more confident, more determined, and even more informed to make a difference in the lives of the children and families we serve!  If you should desire to keep in touch, I can be reached at the following email address: barbararob45@gmail.com.

 

 

 

Team Building and Adjourning   

During this week’s assignment, we had the opportunity to learn much about the five stages of developing teams. The five stages presented are all considered critical progressions that help teams become successful. The stages consist of forming, storming, norming, performing and adjourning. My involvement as a member of a group has been in both high-performing and low performing groups each resulting in different experiences and outcomes. I have found that the high-performing group that I have been involved has been the most difficult to leave because of the impactful results to include both emotionally and productively. There is an interconnectedness that has been established within the group that produces a sense of accomplishment. The connection, trust and camaraderie built and experienced is rewarding. Groups with the clearest vision are most successful because they are all focused on the common goal. Even though challenges will occur, if you remember the “why” and what it will take to see the end results, it is what it is all about at the end of the day. Within my workplace, my staff and I always make the comment of saying, “let’s take one for the team”, meaning we all work together regardless of the circumstance. There is no big “I’s or little “you”.   

Some of the closing rituals that we have put together is that of a celebration in which we have gone out to eat and celebrate the accomplishment and finality of the end result. During this dinner, we get to discuss some of our successes and challenges that were part of the developing process of the task. This is always a good way to end because we let each other know how much we appreciate what each individual has brought to the table and or group during each phase.

In pondering on the question about how I will adjourn from my colleagues during this master’s journey, I hopefully will have the opportunity to share in the ceremonial practice of receiving our degree. I plan to attend the graduation ceremony and walk across the stage to receive my diploma.  As names are being called out, I will remember who was in my class. But, just in case this does not happen in this way, I plan to send words of sentiments to all of my colleagues. Just as we practice at the end of all our classes we have an opportunity to send out “well wishes”. I can also stay in touch with those that desire through email and the Walden community and or telephone contact. This is an important aspect of networking and keeping in touch with colleagues that can help us stay abreast of what’s going on in the early childhood field. The adjourning stage is an essential stage because it actually represents the ending of the task. You get to reminisce over the process. As with anything, there is always an ending. This helps members celebrate one another and appreciate their part in making the task successful. Teams move on to do better and bigger things.

                                     “Better is the end of a thing than its beginning” (Eccl 7:8) 

 

 

New Conflict Resolution

One conflict that I would like to share is a recent issue at work with my boss. He has been my new boss for almost a little over a year and we are all getting to learn of  his  management  and communicative style. Our organization had received new guidance concerning our background check processing which is a critical piece in bringing new people on board. Unfortunately my new boss had been in the habit of keeping me out of the loop as it concerned my FCC program. This practice went on for quite some time and I became very frustrated with him as I wanted to know how to effectively communicate with him my thoughts and feelings. So, the opportunity presented itself so that I could talk to address the issue. He was not on the receive end as when I presented the issue he was preoccupied and really wasn’t listening but telling me what I wanted to hear. When I left the meeting I felt that this was an "unproductive conflict" that was not resolved (O'Hair, Wiemann, Mullin, & Teven (2015, p.214).  

The same practice was continuing and this time I had a major change with one of my trainers in my program. Due to the background check restraints, my numbers of FCC providers decreased therefore resulting in a decline in my support of a trainer. The decision was made by him (my boss) and our lead trainer to pull my training support. Rather than call me and have me come to his office and have a face to face conversation about his decision he sends me an email telling me that he was removing her altogether. To make a long story short, I found this to be unprofessional and disrespectful towards me. Later that morning, we had staff meeting and afterwards I was given the opportunity to talk to him again. I asked if I could have 2 minutes of his time, he agreed and I explained to him how I felt. It was not that I had my trainer taken away but it was because of his delivery of the news. I explained that I thought this was not right. This time I was upset but I had peace about the situation. This time, he intently listened, and I felt as if I had his undivided attention. I expressed that since he’s been my new boss that he has been so far removed from my FCC program and that I felt like he wasn’t interested. This time he listened, looked me in the eye and had apologized numerous times for being disinterested. His reasoning was that I had a program that he didn’t have to worry about or had major issues so he felt like he didn’t have to micromanage or be involved. I said this to say that this experience was frustrating and an eye-opener for me. I had to address the issue but had to go about it in a peaceable way and not be so upset or mad because he didn’t share the news of my program in the way in which I would have handled it.  Because I took some time to pray about the situation and waited to address it, he was on the receive end when he was confronted. As a result, I do receive emails and information from him more than I have ever before. 

Another strategy that I have learned is that you must go in peace and not be confrontational and judgmental. I’ve learned that healthy conflict is necessary and that it can provide positive feedback but also productive conflict. This situation has really taught me to always be mindful of how I am to not assume ideas about others and to communicate to them in a non-hostile approach. 

References 

O'Hair, D., Wiemann, M., Mullin, D. I., & Teven, J.  (2015). Real communication (3rd. ed). New

            York: Bedford/St. Martin's. Chapter 8, "Managing Conflict in Relationships"