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Running head: OGL 321: PAPER 2 DECISION-MAKING AND COMMUNICATION

DECISION-MAKING AND COMMUNICATION

MODULE 2 PAPER

After reading the provided learning materials for module two and working through the

provided assignments and simulations, I was exposed to various reasons a project succeeds or fails.

Attention to detail was a significant component of a failed project that stood out to me. To avoid

any last-minute setbacks, a project manager must thoroughly inspect all aspects. It dawned on me

how important it is for a project to have an open dialogue with all stakeholders. A competent

manager should be receptive to new ideas and have an open mind to what others have to say.

However, before passing judgment on a concept, consider hearing what others say about it.

Furthermore, a manager should never discount a proposal simply because a particular

person proposed it. As it says in the blog herding cats, "It does not matter the status of the one

giving an argument; the merits of each side's position must be considered separately. There is no

difference in the quality of the argument, whether it comes from an ignorant person or a world-

class expert (Camenisch, 2020). Regardless of how you feel about a person, don't discredit

something because of that. The manager's role is to be open-minded and receptive to new ideas and

information that emerge from all directions.

In my opinion, managers who are open to new ideas and concepts are more likely to

succeed. Projects need to be adaptable and receptive to new ideas. During a project, people might

come up with ideas that could have a far more significant impact on the project than anybody first

anticipated. The best managers also know they can't say "yes" to everything. In this case, it may

have been too late, as the project is already 85 percent complete, and a fresh concept may slow

things down. The manager may apply that notion in the future to speed up the project, but it's not

the right moment right now.

In Chapter one Decision-Making:The Key to Project Success, we learned about the need for

"user participation" and "executive management support." (Buede p.6). The manager's goal is for
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Running head: OGL 321: PAPER 2 DECISION-MAKING AND COMMUNICATION

everyone to get involved and develop fresh ideas. Management encourages workers to challenge

the status quo to make things easier, more cost-effective and efficient. A team member who is not

scared to engage and knows that their bosses are behind them provides folks the courage to speak

out and make changes in their work environment. It's also possible that the help that comes may

not be exactly what the team needs at the moment. Deciding to say "no" might be one of the most

challenging tasks a manager's faces.

The Herding Cats' blog was an assertion that I could agree with. As I said in the preceding

paragraph, the blog discusses discounting a source because of who it comes from. If I'm being

honest, I think this remark to be entirely accurate and necessary for my growth. As a future

leader/Project Manager, I'll need to learn from and consider the perspectives of a wide range of

individuals. I have to remember that just because I don't like someone doesn't mean I can discount

what they have to say and in some ways, I can relate this back to the simulation when my members

are voicing concerns with the project and the added stress that has come into play. As a project

moves forward, everyone has a right to express their thoughts and concerns. It's essential to keep

everyone on an equal footing and not dismiss the concept because of who came up with it. Like

most others, we tend to be harshly judgmental of anybody or anything that doesn't meet our desires

and expectations. We are quick to condemn and fast to harbor resentment toward those who have

wronged us. I can't perform either of those things as a leader. A person's origins should not be a

factor in how they treat others. I believe the concept of me thinking this also derives from another

class I am currently taking in Organizational Diversity.

In the simulation, I believe that holding daily stand-up meetings promotes open dialogue

and demonstrates management's commitment to the team and the project. Not only does this make

keeping track of everyone's projects more straightforward, but it also encourages more open

discussion. To boost morale, daily stand-up meetings indicate that management cares and is
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Running head: OGL 321: PAPER 2 DECISION-MAKING AND COMMUNICATION

interested in hearing from employees. This meeting allows employees to ask questions and gain

insight into their employers' reasoning. Employers can also gain insight into how their employees

feel about the project by using this method.

The beginning stages of every enterprise are the most difficult. Check to see if you've got

the proper people and the correct information. Initially, I feel that listening to the concerns of the

potential team members is crucial. This early show of mutual understanding bolsters team morale.

When a project manager takes the time to listen to everyone's opinions, worries, and suggestions

without judging, it tells everyone that you care and appreciate each one. These acts will shape the

mood and perception of the team toward the project manager. When working on a project, morale

is crucial, and it is my responsibility to assist in maintaining that morale. I saw firsthand how poor

morale could bog down and slow down a team in our simulation. Even before it begins, a project

might be derailed if the team members aren't on the same page. This caused my employees to

become irritated, as they had too much to deal with. The size of the crew or the lack of

communication regarding the project may have been to blame. To put it another way, I needed

additional staff or more one-on-one meetings with my employees to see what I could do to help

them make the deadline.

As a result of reading these blogs, I can reminisce about my days as a young non-

commissioned officer in the Military. I had no idea what I was doing at the time. I was often times

defeated as a result of my poor performance to communicate with individuals on my team at work.

I now know we would have formed a more robust relationship if I had held regular stand-up

meetings with my staff and kept them more informed. It's now clear that things would have run

much more smoothly in my work center if I had taken a step back, held meetings, and listened to

my staff's problems, concerns and ideas. Much of the team's resentment was directed at me and my

upper management since we lacked good communication skills. I believe that majority of our
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Running head: OGL 321: PAPER 2 DECISION-MAKING AND COMMUNICATION

miscommunication came from quick turnover of personnel and being geographically separated.

Taking on a huge roll and becoming middle management so early on in my career taught me so

many lessons. As a young non-commissioned officer, I was more concerned about pleasing upper-

level management or Senior non-commissioned officer than pleasing and taking good care of my

immediate subordinates who worked under me. After learning of my subordinates’ concerns, I was

also afraid to express these concerns to upper management and worried that they would take me

out of a roll that I worked so hard to achieve. Ultimately, I did the right thing and stepped up to

voice concerns for the people who worked under me. Although there was some push back because

somethings were unfortunately unrealistic, we ultimately came together and gained a better

relationship from our communication setbacks. Leaders are defined by the people they lead, and

this is something I've come to understand through time. They may assist or hinder you when it

comes to their trust. Also, when it comes to running a project, losing a customer's confidence is

very tough to regain if you don't listen to their problems and thoughts.

Without proper communication and motivation, morale and productivity take a hit. Also, If

the output of efficiently is low, a wise manager will understand that it may be their responsibility to

remedy the problem rather than the employees. Employees, I've discovered, take cues from the

way their bosses carry themselves. Employees are only as motivated as their supervisors. And it is

important for a leader to understand their people’s driving factors. When completing a project, it is

also important, to involve everyone and ensure they feel valued. Furthermore, subordinates be able

to voice their concerns and opinions and a leader must at least listen and ensure that they are heard.

The mistakes I have made as a young non-commissioned officer have been a source of

future inspiration on how I lead today. Currently, I hold a leadership position that supervises and

educates around seventy-five individuals in a set time frame of approximately three months

continuously throughout the year. As a result, I have plenty of time to consider how I may improve
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Running head: OGL 321: PAPER 2 DECISION-MAKING AND COMMUNICATION

my leadership abilities, considering that each class that I get in is different and comes with their

own uniqueness and the individuals come from all backgrounds. In every situation, and especially

as an instructor and educator now, I am still striving to improve my ability to listen rather than

react. Listening to everyone, even if it's from someone I don't particularly like or respect, has

taught me a valuable lesson. I have difficulty making decisions based only on my feelings for

someone, which is a problem. Every employee has a voice, and an intelligent project manager

listens input, rather than focusing on feelings.

References

Camenisch, J. (2020, May 19). Quote of the Day. Retrieved May 26, 2020, from

https://herdingcats.typepad.com/my_weblog/2020/05/quote-of-the-day-8.html

POWELL, R., BUEDE, D., (2018). Good Decision-Making: The Key to Project Success. Project

manager's guide to making successful decisions. Knovel.com.

Prior, David. "Getting Better at Saying No with Tim Wise." Getting Better at Saying No with

Tim Wise, Drunkenpm, March 31. 2020, http://drunkenpm.blogspot.com/2020/03/getting-

better-at- saying-no-with-tim.html.
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Running head: OGL 321 PAPER 1 - DECISION-MAKING