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Boat_Building_Reflection

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Boat_Building_Reflection

Uploaded by

navyajoshi881
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Boat Building Exercise Reflection

Activity Name:
Boat Building Exercise

Description of the Activity:


On Wednesday, December 18, 2024, students participated in a Boat Building exercise
designed to apply Organizational Behaviour theories to a simulated business environment.
Participants were assigned to various roles, including Boat Building Units (BBUs), suppliers,
bankers, buyers, and auditors. Teams were created across sections, introducing an element
of unfamiliarity that mirrored real-world organizational challenges. The exercise unfolded
in phases: registration, obtaining loans, designing and building boats, negotiations, audits,
and sales.

The activity was dynamic and chaotic, with BBUs striving to construct compliant boats
under fluctuating interest rates and resource constraints. Banks initially struggled to set
consistent loan terms, while buyers navigated price negotiations. Auditors ensured
regulatory compliance, disqualifying any entity operating illegally. Teams had to adapt to
rapidly changing conditions, collaborate, and strategize for success.

Key Learnings and Insights:


1. Group Dynamics and Tuckman’s Model:
The exercise’s early stages highlighted the 'forming' and 'storming' phases of Tuckman’s
four-stage model. Teams spent the initial 20 minutes understanding roles, setting goals, and
aligning strategies. Conflict and confusion were prevalent during this phase, particularly
due to unfamiliarity among team members. As the activity progressed, most teams moved
into the 'norming' stage, developing trust and establishing clear roles, culminating in
'performing' as tasks were executed efficiently.

2. Organizational Design and Structure:


Each entity’s hierarchical structure and internal coordination impacted its performance. For
example, BBUs that delegated tasks effectively and maintained open communication were
more successful in constructing boats. Decentralized decision-making allowed for quicker
responses to environmental changes, aligning with Mintzberg’s Organizational
Configurations.

3. Leadership and Decision-Making:


Leadership styles varied across units. Some teams exhibited transformational leadership,
with leaders inspiring innovation and motivating members to adapt to challenges. Others
relied on transactional leadership, focusing on task completion and adherence to rules.
Effective leaders balanced directive and participative approaches, ensuring both compliance
and creativity.
4. Power, Politics, and Negotiation:
The power dynamics between banks, BBUs, and buyers underscored the significance of
negotiation skills. Initially, banks exercised power by imposing inconsistent interest rates,
creating tension. Over time, collaborative efforts led to stabilized rates, benefiting all
parties. Buyers leveraged their position to negotiate favorable deals, demonstrating the
importance of power distribution and political strategies in organizational settings.

5. Conflict Management:
Conflicts emerged due to resource scarcity, regulatory scrutiny, and misaligned goals.
Teams that adopted integrative conflict resolution strategies, seeking win-win solutions,
outperformed those using distributive approaches. For instance, banks and BBUs achieved
mutual gains by negotiating stable interest rates.

Implications in the Workplace:


Self-Awareness:
Participants’ roles and contributions were critical to their units’ success. Those in
leadership positions developed self-awareness regarding their ability to motivate and
coordinate diverse teams. Reflecting on their experiences, members recognized the impact
of their decision-making on group outcomes.

Skills Developed:
Key skills honed during the activity included:
- Communication: Clear articulation of ideas was essential in negotiations and inter-unit
coordination.
- Teamwork: Collaboration within and across units required trust, empathy, and
adaptability.
- Problem-Solving: Teams overcame resource constraints and regulatory challenges by
employing creative solutions.

Feedback and Adaptation:


Feedback from peers and auditors emphasized the importance of regulatory compliance
and strategic planning. For instance, teams disqualified for non-compliance learned to
prioritize adherence to rules. Adaptive teams adjusted strategies based on feedback,
enhancing performance.

Conclusion:
The Boat Building exercise provided a microcosm of workplace dynamics, highlighting the
interplay of leadership, teamwork, conflict resolution, and organizational structures. It
reinforced the application of Organizational Behaviour theories, illustrating their relevance
to real-world challenges. The activity’s chaotic yet engaging nature mirrored the
complexities of professional environments, emphasizing the need for adaptability,
collaboration, and strategic thinking.
References:
1. Tuckman, B. W. (1965). Developmental Sequence in Small Groups. Psychological Bulletin,
63(6), 384-399.
2. Mintzberg, H. (1979). The Structuring of Organizations: A Synthesis of the Research.
Prentice-Hall.
3. Lewicki, R. J., Barry, B., & Saunders, D. M. (2016). Negotiation. McGraw-Hill Education.
4. Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson Education.

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