Mr. Vyas Too Close To See The Problems In And Around The Filtration Unit?
Senge (2006) states “In most companies that fail, there is abundant evidence in advance that the firm is in trouble. This evidence goes unheeded, however, even when individual managers are aware of it” (p. 17). It is my opinion that Mr. Vyas is too close to see the problems in and around the filtration unit that are hindering its progress and success. Two previous failures, and likely a third in my opinion, will have dire consequences for him and his team. It would be beneficial for him to take a step back and assess the system as a whole to decipher the problem areas so they can be addressed. “Some issues can be understood only by looking at how major functions interact; but there are other issues where critical systemic forces arise within a given functional area; and others where the dynamics of an entire industry must be considered” (Senge, 2006, p. 66). Confidence in my team members is not reason enough to submit a $2 million product relaunch request. There must be more support behind it. As Peter Vyas, I would take a mindful approach and step back to assess the true obstacles and challenges at hand before signing my name to this request. Going forward
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Jackson came in with the ability to see things from the outside. However, I do not believe she put in the time and effort to explore and address the obstacles and issues facing the filtration unit. When approached her provided suggestions and direction. However, she never took an active approach to effectively guided her newly acquired team. “Making teams effective entails a great deal of hard work and requires considerable time, effort, and attention. Because of these costs, teams sometimes create more problems than they solve” (Polzer, 2009, p. 8). Additionally, she shared Vyas’ mistake by not reviewing previous product failures thoroughly in order to create a solid foundation for which a new plan could be built. Therefore, in my opinion, Ms. Jackson was ineffective in her role as division
Jackson came in with the ability to see things from the outside. However, I do not believe she put in the time and effort to explore and address the obstacles and issues facing the filtration unit. When approached her provided suggestions and direction. However, she never took an active approach to effectively guided her newly acquired team. “Making teams effective entails a great deal of hard work and requires considerable time, effort, and attention. Because of these costs, teams sometimes create more problems than they solve” (Polzer, 2009, p. 8). Additionally, she shared Vyas’ mistake by not reviewing previous product failures thoroughly in order to create a solid foundation for which a new plan could be built. Therefore, in my opinion, Ms. Jackson was ineffective in her role as division