In Your Plan You Will Indicate What You Wish To Achieve

In Your Plan You Will Indicate What You Wish To Achieve In Your Sec

Develop a plan for the second team development session, including the purpose, the learning discipline to be applied (either Team Learning or Systems Thinking), and an exercise to promote team capacity in the chosen discipline. Describe the intended purpose of the session, define change management along with the two disciplines, and specify which discipline you have selected, why, and its importance. Detail the group exercise you will use and how the team development material supports it. Include information about the organization (specifically its sector: non-profit, government, or business/industry), the schedule for the session (participants’ names and titles, dates, and times), and any progress or uncertainties. Optionally, include questions about the assignment.

Paper For Above instruction

The purpose of the second team development session is to deepen team members’ understanding of effective collaboration and systemic thinking, facilitating improved organizational performance and adaptability. This session aims to cultivate a shared mental model among team members, enabling them to approach challenges collectively and strategically. Emphasizing the importance of change management, the session will focus on enhancing team capacity to navigate organizational change effectively.

Change management is a structured approach to transitioning individuals, teams, and organizations to a desired future state. It involves preparing, supporting, and helping individuals adapt to change initiatives, ultimately ensuring successful implementation of change strategies (Burke, 2014). Within this context, the two primary disciplines relevant to change management are Team Learning and Systems Thinking. Team Learning refers to the process through which team members develop shared understanding and coherence, enabling more effective problem-solving and innovation (Senge, 1990). Systems Thinking, on the other hand, involves viewing organizational challenges as interconnected parts of a larger system, encouraging holistic analysis rather than isolated problem-solving (Meadows, 2008). Both disciplines contribute significantly to organizational resilience and adaptability.

I have selected Systems Thinking as the focus of this session because it promotes a comprehensive understanding of complex problems within the organization. By understanding the interdependencies and feedback loops, team members can identify root causes of issues, avoid unintended consequences of solutions, and develop more sustainable strategies. This discipline is particularly crucial in a non-profit organization context, where resource limitations and multifaceted challenges require holistic problem-solving approaches (Senge, 1996). Incorporating Systems Thinking enables the organization to improve strategic planning and operational efficiency, fostering long-term impact.

The exercise chosen for this session is a System Mapping activity. This involves team members collaboratively creating visual maps that illustrate how different components and processes within the organization interrelate. Through this exercise, participants will identify feedback loops, delays, and leverage points that influence organizational outcomes. The use of system maps solidifies the understanding of systemic relationships, empowering team members to think critically about how small changes can produce significant impacts across the organization. This interactive activity will be complemented by discussion prompts and analysis of real organizational challenges.

The organization selected for this project is a local non-profit dedicated to community health initiatives. The organization operates within the public health sector, working collaboratively with government agencies, community groups, and health providers to improve health outcomes for underserved populations. The organization’s focus on social impact necessitates a systemic approach to address complex, interconnected issues such as health disparities, resource distribution, and policy advocacy.

The schedule for the second team development session includes a planned two-hour workshop. The participating team members are: Jane Doe, Director of Programs; John Smith, Community Outreach Coordinator; Lisa Ray, Data Analyst; and Michael Brown, Operations Manager. The session is scheduled for March 15th from 10:00 am to 12:00 pm. All participants have confirmed availability, and the agenda includes an introduction to Systems Thinking, the System Mapping exercise, and a group discussion on applying systemic insights to their ongoing projects. If some plans are still in development, progress updates indicate that all key participants are committed, and logistical arrangements are in place.

Optional questions regarding this assignment include: How can I ensure all team members engage fully with the System Mapping activity? What additional resources or readings would support effective implementation of Systems Thinking in a non-profit setting? How can I measure the impact of this training session on team performance and organizational outcomes?

References

• Burke, W. W. (2014). Organizational change: Theory and practice. SAGE Publications.
• Meadows, D. H. (2008). Thinking in systems: A primer. Chelsea Green Publishing.
• Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday/Currency.
• Senge, P. M. (1996). Leading learning organizations. Executive Excellence, 13(7), 2-5.
• Checkland, P. (1981). Systems thinking, systems practice. Wiley.
• Kim, D. H. (1999). Systems thinking tools. Wadsworth Publishing.
• Moon, B., & Morgan, E. (2014). System thinking in nonprofit organizations: Building capacity for complex problem-solving. Nonprofit Management & Leadership, 24(4), 423-440.
• Sterman, J. D. (2000). Business dynamics: Systems thinking and modeling for a complex world. McGraw-Hill Education.
• Antonacopoulou, E. P. (2006). Reflexivity, learning and change: The evolutionary project of managerial and organizational development. Management Learning, 37(3), 293-310.
• Flood, R. L., & Jackson, M. C. (1991). Creative problem solving: Total systems intervention. John Wiley & Sons.