Shared Practice: Card Deck Activity - Assignment Example

SHARED PRACTICE: CARD DECK ACTIVITY SHARED PRACTICE: CARD DECK ACTIVITY Response to Jamie Wilson In the first round, there was only 1 of the rounds out of 15 that we did not agree with each other. In the second round however, the differences were 3. The implication that can be given here is that when people have the opportunity of correcting their wrongs or revisiting the same event, the chances that they will make new changes is higher. Most of these changes come as a result of personal reflection and deeper insight and resourceful thinking (Senge, 2006).

In my personal professional experience also there are occasions when similar results are more likely to occur. This could apply to a situation about the progress of the company. Because the measurement of organizational progress is often than with the use of such indicators as financial returns, similar results are likely to occur. To address any implications, all people that have stake must be allowed to share their opinions on events that take place at the workplace (Weiss, 2004).ReferencesSenge, P. M. (2006).

The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.Weiss, E. (2004). A brief note on the theory of constraints [Class note: UV 3532]. Darden School Foundation. Charlottesville, VA: University of Virginia. Retrieved from http://cb.hbsp.harvard.edu/cb/pl/17476859/17477020/94c91f4900978a24be265873a3365870Response to Ayo DiruIn both the first and second attempts, the differences were more than one. But apart from the differences in what were seen, there were also differences with the way the description of what was made was done.

Whereas I gave only the raw shapes that were given as diamonds, spades and hearts, you went ahead to give the colors of what you saw. This exemplifies the importance that each person places on emphasis. In a typical work situation also, there are differences in the way different people analyze events and problems (Hsu & Sun, 2005). A typical example is when the organization begins to experience fall in growth and all people are summoned to share their opinions on what the cause of the problem is and how the problem can be corrected.

In a situation like this, each person is more likely to look at the problems from a perspective that they can easily find solutions to (Senge, 2006).ReferencesHsu, P.-F., & Sun, M.-H. (2005). Using the theory of constraints to improve the identification and solution of managerial problems. International Journal of Management, 22(3), 415–425.Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.