Sunday, April 27, 2014

A641.5.3.RB_MedinaM.

In this week’s reflection blog, I had to read the article “The evolving group: towards a prescriptive theory of intentional group development” by Kleio Akrivou, Richard Boyatzis, and Poppy L. McLeod. After reading the article, I am now more aware of how Intentional Change Theory (ICT) ties into group development. This understanding allows me to reflect and understand why the US Olympic Women’s Soccer team was able to achieve the gold medal, while the US “Dream Team” Men’s Basketball team performed so poorly during the Olympics of 2000 and 2004. There are five steps to ICT: ideal self, real self, the learning agenda, experimenting and practice, and the development of close-meaningful relationships.

In the first step of the ideal self, in the group level it is an image of the ideal or a shared vision with the three underlying elements of hope, image of a desired future, and core identity (Akrivou, Boyatzis & McLeod, 2006). The women’s soccer team had an ideal shared vision that featured hope, an image of a desired future, and a core identity as well as dreams and possibilities of being able to win the Olympics game. In other words, the women’s soccer team was full of positive emotions that helped bring the more together towards their shared vision of winning the Olympics. Unfortunately, the men’s basketball team did not have a shared vision of their ideal self as they all believed within themselves on their own alone abilities to win the game. In other words, they were professional players and each of them with their own ego thought they would single-handedly win the game. In my opinion, I believe part of the reason for team’s poor performance was also due to the experienced groupthink. Somehow the leader thought that by bringing back a few of the past Olympic players who won the tournaments, the team would work just as good and win the Olympics once again. As a result, this brought negative emotions to the players and those who weren’t professional NBA players; it probably made them feel worthless and helpless.

For the second step of the real self, this phase serves as a reality check in the group and creates the tension, experienced as the gaps or threats to the accomplishment of the shared ideal. In the initial iterations individuals can experience disappointment in the group, as the group may not be consistent with the ideal self or vision (Akrivou, Boyatzis & McLeod, 2006). In my opinion, this could also be part of the reason why the men’s basketball team performed poorly. From the beginning of team coming together, the team became inconsistent with their ideal self and/or vision. As I mentioned before, I believe part of the reason was because as some players were professional NBA players, their ego got in the way as these players thought they had enough skill to overcome any issues and even be able to win the game. Just because you posses the skills or knowledge, it does not mean you actually know how to apply it. Fortunately for the women’s soccer team, each team member was in-tuned with their real self, self-aware, and even aware of the strengths and weaknesses of others in the team.

The third step involves developing a learning agenda that focuses commitment to change goals and action steps (Akrivou, Boyatzis & McLeod, 2006). Prior to the Olympics, the women’s soccer team would often get together to practice. As practice continued, as a team, the ladies began developing their own learning agenda that was tailored to them as a team. This helped the ladies more by developing an action plan on how to overcome their weaknesses and use their strengths as a team to win the Olympics. Sadly, the men’s basketball team did not have the same fate. As some of the players were professional NBA players they were able to grasp quickly what needed to be done. But, the players who were new to the team and were not considered professional NBA players, it felt like they had a lot to catch up on and the learning agenda and action steps were tailored more towards them to try and get them on the same professional level as the NBA players.

The fourth step involves experimenting and practicing the action steps outlined during the learning agenda phase. During experimentation and practice, the positive emotions attractor plays a critical role in sustaining curiosity and mindfulness, optimism and group efficacy, about the novel way for them to function (Akrivou, Boyatzis & McLeod, 2006). In other words, this involves a shared mood. In part, this was part of the reason why the women’s soccer team was able to succeed as a team. They had a shared positive mood of wanting to become their ideal self and reach that shared vision as a team. This shared mood helped them overcome issues, obstacles, and gaps that were in the way their ideal self. In the other hand, the men’s basketball team had a shared mood, but it was not a positive mood. The negative mood the basketball team was feeling during the Olympics became infectious to the rest of the team, which ended up setting them for failure. Not to mention that as the learning agenda was tailored more towards the members who weren’t professional NBA players, when it came time to experiment and practice new norms and behaviors, the whole team faced inconsistency.

Lastly, in the final step of developing close, trusting, supportive, and meaningful relationships group members develop resonant relationships. In the case of the women’s soccer team, the coach made sure that all the ladies received full support and made them trust each other on and off the field. In turn, this made each team member feel secured and close to each other that in the field the teams’ dynamics were right in line with their ideal self. Unfortunately, this cannot be said about the men’s basketball team, as they did not develop any close, meaningful, or supportive relationships on and off the field.

Reference:


Akrivou, K., Boyatzis, R. E., & McLeod, P. L. (2006). The evolving group: Towards a prescriptive theory of intentional group development. The Journal of Management Development, 25(7), 689-706. doi:http://dx.doi.org/10.1108/02621710610678490

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