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Becoming agile through mindfulness 2 - Assignment Example

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Organizational Mindfulness By Course Tutor Institution Date: Organizational Mindfulness Introduction Mindfulness refers to the utilization of human cognition to solve both organizational and individual problems (Weick and Sutcliffe, 2001). This does not, however, mean that the best solution will result from a mindful response; instead, it means that an organization will be able to pick a solution from a list of options…
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Becoming agile through mindfulness 2
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Becoming agile through mindfulness 2

There are two types of mindfulness; organizational and individual. This classification is done to provide a clear distinction between the abilities of an organization or an individual. Individual mindfulness entails an individual’s ability to regularly come up with new categories in the interpretation and perception of the universe. Organizational mindfulness, on the other hand, refers to the cognitive aspects used to solve problems on an organizational level (Butler and Gray, 2006). Organizational mindfulness entails the continuous refinement and scrutiny of existing expectations depending on the ever changing environment. Such refinement and scrutiny ensures that uncertainties are handled accordingly (Weick and Sutcliffe, 2001). The following are the components that make up organizational mindfulness. Reluctance to Simplify Interactions – this refers to the ability of an organization to recognize complex processes and situations and find ways to view the problem from different angles (Nagle, McAvoy & Sammon, 2011). An organization that employs this component is able to identify different ways of handling complex issues, and situations that occur during the software development process. This is because all the views and opinions of the participants of the software development team are highly valued (Nagle, McAvoy & Sammon, 2011). For an organization to employ this component during the development, one of the following factors has to be included in the development process; 1. The participants should be free enough to express their ideas and opinions in regard to the development process. One of the participants of the Cork workshop talks of the aspect of incorporating the customer in the development process. When explaining to her colleagues about how the customer makes changes to the development process, one of the other participants questions whether there was a way to avoid all the changes imposed by the customer. He asked, “So there was not stopping that?”(21:07). This participant was concerned with the organizations over flexibility towards the customer. However, he was interested to learn whether the other participant felt the same. Being mindful of his colleague, he did not impose his opinion on her; instead he gave her a chance to express herself. After being given the chance to speak, the female gives her view. She says; “No, actually it’s a very positive thing, that’s to be welcomed because actually it’s put our project in front of the chief executive its put their client’s role within the organization in a higher level of importance and is actually informing the organization better about what they do, so those changes are actually quite nice” (21:08). 2. Analysis of customer requirements or any requirements should be prolonged. This goes a long way to ensure that all participants or stakeholders of a development process are fully aware of the current state of affairs. Discussions that are held during the course of the development process should be conducted in such a manner that all those who do not fully grasp the situation are able to do so by the end of the discussion. This involves clarifying issues to persons who may not understand any technical jargon used. During the workshop held in Cork many ... Read More
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