Expert answer:journal Self Examination

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10/21/2017
Module 1 W1 Journal Self Examination
Module 1 W1 Journal Self
Examina on
Due Sunday by 11:59pm
Points 120
Submitting a file upload
In this journal assignment, interpret and describe the results of the various exercises (1­B, 1­C, 1­G, and 2­D.)
as described below and what this means to you. The length of your journal entry should be 2 to 4 pages
double spaced.
Your text book suggests a strategy for gaining self­awareness through self­analysis of behaviors, personality,
attitudes, and perceptions. Chapter 1 has several questionnaires you can use in your self­analysis. You may
also use other questionnaires you have taken in the past or online too.
Exercise 1­B: The Big Five Locator Questionnaire
This questionnaire provides a quick locator of how you compare to a normal population in terms of the five
personality traits. First rate yourself on the 25 measures and then follow the instructions (steps 1 ­ 4) to
determine your raw score on each of the five personality traits (Emotional stability, Extroversion, Openness to
experience, Agreeableness, and Conscientiousness).
Steps 5 ­ 7. First convert the raw scores for each trait to nominal scores. Then interpret the results on the Big
Five Locator Interpretation Sheet.
Another popular measure of personality measure that may be used in other courses at Avila is the Myers­
Briggs Type Indicator (MBTI). A short explanation can be found at this link:
Myer’s Briggs Type Indicator
(https://www.youtube.com/watch?v=WF1sqE8lb0o)
(https://www.youtube.com/watch?v=WF1sqE8lb0o)
(1:44)
This measure is popular in the business setting and you may have already determined your personality type
before. Feel free to use either approach.
Exercise 1­C: Self­monitoring Questionnaire
Self­monitoring is the ability to adjust your behavior in response to changes in a social situation. High self­
monitors are very sensitive to external cues and adapt quickly to the situation. Low self­monitors never adjust
to the situation (may not be interested in what people think). Both extremes are considered abnormal. Your
objective is to become aware of your self­monitoring approach and adjust as needed to improve your social
interactions.
https://avila.instructure.com/courses/729050/assignments/7591698
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10/21/2017
Module 1 W1 Journal Self Examination
Exercise 1­G: Interpersonal Skills Checklist
If you think back to people you knew who de­railed their careers, you will probably realize that it was mostly
likely caused by lack of interpersonal skills. As Daniel Goleman states, intelligence or how smart you are may
put you in a career position, but how effective you are will depend on how well you manage yourself and your
relations with others. So an interpersonal skills checklist like the one in the text helps you take inventory of
your current state and identifies things you can add to your self­improvement plan.
Excellent interpersonal skills as rated by this checklist can only be achieved with a max score on almost all
the measures. So, all of us will find that we can improve in some areas. After you have rated your skills,
review the measures again and determine how you can move scores to the right. These are things you can
add to your personal goals.
2­D: Johari Window Questionnaire
This exercise is from chapter 2 which deals with self­disclosure and trust. The more trust that exists between
employees, the more risk one is willing to take in self­disclosure (the more transparent one is willing to be).
Exercise 2­D measures perceptions about your willingness to self­disclosure and receptivity to feedback. To
do this exercise right you should administer the questionnaire to your peers so you can compare their
perception of their self­disclosure and receptivity to feedback with yours. For our purposes, we will just
measure your own openness.
The Johari Window is explained in the text. The idea is to build trust in the organization by expanding your
OPEN area and decreasing the HIDDEN and BLIND areas. Determine your scores and reflect on how you
can expand your comfort zone in terms of self­disclosure and receptivity to feedback. How can you help
others with expanding their zones to help improve trust within the organization?
Your assignment is due by 11:59 pm on Sunday.
Private Journal Weekly Reflection Grading Rubric
File Upload
Google Doc
Dropbox
https://avila.instructure.com/courses/729050/assignments/7591698
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Interpersonal Skills
in Organizations
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UNIT 1
INTRAPERSONAL EFFECTIVENESS:
UNDERSTANDING YOURSELF
1. Journey into Self-awareness
2. Self-disclosure and Trust
3. Establishing Goals Consistent with Your Values
and Ethics
4. Self-management
UNIT 2
INTERPERSONAL EFFECTIVENESS:
UNDERSTANDING AND WORKING WITH OTHERS
5. Understanding and Working with Diverse Others
6. The Importance and Skill of Listening
7. Conveying Verbal Messages
8. Persuading Individuals and Audiences
UNIT 3
UNDERSTANDING AND WORKING IN TEAMS
9. Negotiation
10. Building Teams and Work Groups
11. Managing Conflict
12. Achieving Business Results through Effective
Meetings
13. Facilitating Team Success
14. Making Decisions and Solving Problems Creatively
UNIT 4
LEADING INDIVIDUALS AND GROUPS
15. Power and Politicking
16. Networking and Mentoring
17. Coaching and Providing Feedback for Improved
Performance
18. Leading and Empowering Self and Others
19. Project Management
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Unit 1
T
he first leg of your journey toward self-development begins with an opportunity to
take inventory of what you have and what you still need. This first unit is devoted
to intrapersonal effectiveness—understanding yourself (and your goals, strengths,
weaknesses, style, biases), and improving self-management skills, such as time management and stress management. As you’ll discover, “knowing yourself” may not be as easy
as it sounds. However, we give you the tools to facilitate this process. Each of the four
chapters in this unit helps you increase the odds of achieving intrapersonal effectiveness,
and ultimately, personal and professional success and satisfaction. This first leg provides
a solid start to your journey, as well as a strong foundation on which to build interpersonal, team-based, and leadership skills in the units that follow.
Unit One:
Intrapersonal
Effectiveness:
Understanding
Yourself
Unit Two:
Interpersonal
Effectiveness:
Understanding
and Working
with Others
Unit Four:
Leading
Individuals and
Groups
Unit Three:
Understanding
and Working in
Teams
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Journey into
Self-awareness
Learning Points
How do I:
• Determine my strengths and understand how they might guide me in personal and professional choices?
• Figure out what motivates me in order to find personal and professional
success?
• Assess my limitations and develop a plan for improving in these areas?
• Gain understanding and insight into my personality, attitudes, and
behaviors?
• Identify the biases I have that preclude my understanding and appreciating others?
Marjorie Morgan, age 22, was excited about her first job out of college. She had worked
summer jobs and one internship, but never in an environment as professional as the bank
for which she’d work upon graduation. After taking some time off in the summer, she
began work in August. Eager to show she was worthy of having been hired, she worked
hard the first six months on the job. She enjoyed her co-workers, got along well with her
manager, and was even involved in a technology project through which she was able to
meet people from other departments of the bank.
The project objective was to develop a new system through which customer complaints could be handled. The present system barely met the needs of the bank’s
customers and was inefficient and costly to run. Over a period of several weeks,
Marjorie and her project team members worked diligently to study the problem and
develop a solution.
The team consisted of Marjorie plus five co-workers: two were about her age and
the other three were considerably older. Four of the five were college educated and all
but one team member had greater tenure than she had. Of the six-person team, four
were Caucasian and two were African American. The team did not have an official
leader. Things ran smoothly for several weeks, until the time came for decisions to be
made. As soon as a deadline was imposed on the group Marjorie became aware of
some significant personality differences within the project team. Two members, who
had always arrived late to meetings, were procrastinating on their assignments for the
4
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project. Two others who had attended the meetings began to spend more time socializing than working. One person who had been reluctant to state his opinion about the
data that had been collected now said he thought the group needed more time before it
would be ready to make a decision. Marjorie had been very task oriented all along and
was eager to finish the project and move on to other projects within the bank. She was
very frustrated with the lack of progress being made by the group and was concerned
about being part of a team that wasn’t going to meet its assigned deadline. Yet she was
reluctant to speak up. She felt she was too young and hadn’t been at the bank long
enough to be credible with her teammates and take charge of the project. She didn’t
think she could approach her boss about the situation. She was perplexed about why
the group was experiencing so many problems. Marjorie thought to herself, “Why can’t
they get along? Why can’t everyone on the team be more like me? I work hard and have
pride in how this project is going to turn out. Why don’t the others?” She began to
wonder if this was the right place for her.
1. Why is Marjorie upset?
2. In what ways are the work styles of Marjorie’s teammates different from hers? What
causes those differences?
3. Can these differences be resolved? Why or why not?
4. How would you handle the situation if you were Marjorie?
“Know thyself.”
Socrates
A
s early as the time of Socrates, we have known about the importance of selfawareness. Understanding oneself is key not only to our ability to succeed, but
also to our ability to work effectively with others. Studies show that the best managers are those who are keenly aware of their own strengths—and their weaknesses.1
They are able to capitalize on their strengths and either improve their weaknesses or
work with others whose qualities complement theirs. They are able to understand
others—their motivation, needs, style, capabilities, and limitations—and use this information to motivate and get results from them. They also understand the importance of
keeping current with self-knowledge and regularly engage in self-assessment exercises
and experiences that allow them to continually learn about and improve themselves. This
chapter describes self-awareness: what it is, why it’s important, and how to improve your
level of self-awareness. It also addresses how strong self-knowledge can enhance your
ability to manage and work with others and provides a number of exercises that enable
you to assess yourself and develop improvement plans.
What Is Self-awareness?
Self-awareness is knowing your motivations, preferences, and personality and understanding how these factors influence your judgment, decisions, and interactions with other
people.2 As Howard Book explains, through self-awareness one “develops the ability to
know how you’re feeling and why, and the impact your feelings have on your behavior. But
it also involves a capacity to monitor and control those strong but subliminal biases that all of
us harbor and that skew our decision making.”3 Internal feelings and thoughts, interests,
strengths and limitations, values, skills, goals, abilities, leadership orientation, and preferred
communication style are just a few of the elements that self-awareness comprises.
Benefits of
Self-awareness
Self-awareness or self-knowledge is the starting point for effectiveness at work. As
Machiavelli, the astute author and statesman, wrote, “To lead or attempt to lead without
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first having a knowledge of self is foolhardy and sure to bring disaster and defeat.” Selfawareness has many benefits, among them:
■
■
■
■
■
■
■
■
Understanding yourself in relation to others.
Developing and implementing a sound self-improvement program.
Setting appropriate life and career goals.
Developing relationships with others.
Understanding the value of diversity.
Managing others effectively.
Increasing productivity.
Increasing your ability to contribute to organizations, your community, and family.
For example, knowing what you are good at and what you enjoy doing may help in
selecting a career or job that is professionally satisfying and therefore financially and personally satisfying. Relying solely on others’ thoughts or beliefs about what is best for you
can lead to personal and professional unhappiness. It makes no sense to spend one-third
(or more) of your precious time doing what you abhor! By knowing yourself—your
strengths, weaknesses, likes, and dislikes—you’ll know where you belong.4
Self-awareness is also important for managers and organizations. Managers who have
attained heightened states of self-awareness tend to be superior performers. Awareness of
self often leads to a greater understanding of others. Managers who can relate to or
empathize with co-workers tend to be more trusted and are perceived as being more competent. Because self-aware managers are in tune with the concerns of others, they are also
able to reduce the potential for conflict and are more likely to be open to feedback. Selfaware managers who listen to feedback and make positive modifications to personal
behavior are able to create trusting and productive work environments. Working effectively with others will therefore increase managerial and organizational effectiveness.5
Self-awareness is also a crucial component in understanding the organization in which
you are operating. In “Using One’s Self as an Instrument for Organizational Diagnosis” by
McCormick and White,6 the authors detail their belief that each of us can be thought of as
an instrument for assessment and change. By asking ourselves a series of questions, we
can diagnose our situation and develop some solutions to problems we or our organizations
are experiencing. Doing this requires strong self-awareness of our emotional reactions, initial perceptions, biases, and judgments. All of these will be considered in this chapter.
Lack of Self-awareness
“The greatest of faults, I should say, is to be conscious of none.”
Thomas Carlyle—Scottish
author, essayist, and historian
(1795–1881)
As important as self-assessment is in being effective and enjoying what you’re doing, it is
important to assess the negative effects of a lack of, or faulty, self-awareness. Lack of
self-awareness can lead to poor decisions, to an unrealistic notion of one’s competencies,
and even to career derailment. Self-awareness enables people to make good decisions: a
realistic appraisal of one’s and others’ needs, objectives, resources and capabilities can
lead to more accurate judgments and more positive outcomes. Conversely, lack of selfawareness can result in decisions that lead to negative consequences.7 Self-awareness
allows people to understand their strengths and core competencies—those core elements
that contribute to one’s success. Lack of self-awareness can result in the opposite—
incompetence, because the individual does not realize what the gaps are between their
perception of their strengths and the degree to which they actually possess the strengths
in question.8 Lack of self-awareness has also proven to be correlated with career derailment. In a study by the Center for Creative Leadership, a common factor in derailed
careers was “lack of accurate portrait of self.” Those who lack self-awareness are less
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able to see themselves accurately and are therefore less able to “midcourse correct” and
make improvements necessary for change and improvement.9
“There are three things extremely hard: steel, a diamond, and to know one’s self.”
Benjamin Franklin
How to Gain Self-awareness
The first step to becoming aware of ourselves is to recognize our weaknesses, strengths,
biases, attitudes, values, and perceptions. There are many ways to enhance our selfawareness. Some of these include analyzing our own experiences, looking at ourselves
through the eyes of others, self-disclosure, acquiring diverse experiences, and increasing
our emotional intelligence.
Self-analysis
Self-analysis requires people to examine themselves as an object in an experience or
event. It requires a person to step back and observe (as objectively as possible) the
positive or negative impact that may have influenced behaviors, attitudes, thoughts, or
interactions. Self-analysis is not always an easy process, yet it is a necessary skill for
synthesizing information relevant to professional and personal effectiveness.
The self-analysis process should begin with reflection on and exploration of thoughts
and feelings associated with affective events. By reflecting on these feelings and
thoughts, individuals can obtain new perspectives relevant to their lives based on these
learning experiences. From obtaining new knowledge and perspectives, individuals can
become more effective by implementing new behavioral and cognitive changes in future
situations. For instance, Marjorie, from the chapter’s opening scenario, has an opportunity to gain self-awareness from her dysfunctional team experience. Through reflection,
she would be able to see that her current behavior of remaining silent has not aided the
team in its process. Gaining awareness of the impact of her action, or lack of action,
should lead to a new perspective regarding teaming and her part in the process and to
positive behaviors and attitudes in her current and future team projects. This learning will
not only help Marjorie in her professional life, but will enhance overall team and organizational effectiveness.
One means to gain insight into ourselves is through reflecting on, examining, and analyzing our behavior, personality, attitudes, and perceptions. (See Exercise 1-A.)
Behavior
Behavior is the way in which we conduct ourselves—the way in which we act. Our
behavior is influenced by our feelings, judgments, beliefs, motivations, needs, experience,
and the opinions of others. Patterns of behavior develop through our reactions to events
and actions over a period of time. Behavior consists of four components:10
1. Motivation—the drive to pursue one action over another. What underlying factors
move you to make a particular decision or choice? For example, what drives you to do
a good job? The answer might be a competitive nature, strong achievement orientation, or a difficult childhood experience. Being aware of your core drivers, those
things that motivate you—positively and negatively—can help you understand the
roots of your behavior and make adjustments as necessary to modify your behavior.
2. Modes of thinking—the way you process the various inputs your brain receives. How
do you analyze information and make judgments about how to use and apply that information? For exa …
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