Assessment Author’s

ASSESSMENT 5

Assessment

Author’s

1

The financial performance of a coffee company where I was oninternship was declining and thus the head supervisor called out ameeting with junior supervisors to gauge the relationship between hisperformance and decline in the financial status. Each had a differentview but main focus was that there was mismanagement of fund and lotsof minor expenses which were supposed to be eliminate. Others claimedthat the head supervisor was mishandling the company’s resources.Given that he was ready for corrections and renovation, he took thesuggestions positively and all activities that were not necessary andwhich took reasonable amount of money were terminated. This step wasmeaningful to the colleagues as from this time henceforth, thecompany became stable, usage of resources was adequately planned andonly important activities were paid attention to.

2

In any business set-up, two teams often exist the discovery driventeam and the execution driven team. The discovery driven team oftenengages in achieving the first hand information whereby they go outto the field to collect data (Northouse, 2013). They socialize withcustomers and ask questions to gain their insights and experienceconcerning a particular item or product. They observe keenly how theitem works or rather is used, and then take notes, videos as well asphotos which will later be used for problem solving. After gatheringthe relevant data, they then try to experiment it in real lifesituation to see how it works and to what degree the information willbe of importance for creating a successful innovative project.

On the other hand, the execution team takes the information gatheredby the discovery team to come up with conclusions. They use secondhand information as they do not discover anything for themselves(Northouse, 2013). They critically analyze the data gathered, providedetailed orientation on it, put it in the right format and then planhow it is going to be used for problem solving. They also providerelevant implementation where there is inadequate evidence or ratherinsufficient details to fully solve an issue. The execution teams isalways self driven as failure to properly analze and implement thealternatives, may lead to worsening of the issue.

3

There are five team processes that motivate innovation. They include

Questioning

The team asks various questions to better understand a problemrelating to the use of a particular item or product (Northouse,2013). The essence is to gain insight about the challengesencountered during usage, the likes and dislike of the people o themarket, what alternatives people may wish to have how their needsdiffer in the business set up as well as who are the majority usersof a specific product.

Observing

The team here goes out to the field to collect first handinformation. They interact with users’ and experts of a givenproduct then point out customer’s needs that had not beendiscovered earlier and take notes, photos and videos which will beused later for analysis purpose (Northouse, 2013).

Networking

In networking, the teams members socialize or rather interact withusers of a given item to gain knowledge on the usability of aproduct. They pay visits to users working station during workinghours because at such a time, users can give ideas or insight oftheir like and dislikes (Northouse, 2013). They converse more withexperts as they can give quality suggestions compared to groundpeople. The team tries to discover the customers/ users challengesand what is important to them so that they can share their storylater.

Brainstorming solution and association

Here, the team gathers and everyone presents what he/she collectedin the field. It is often a story telling session. They share theirstories on where they gathered the information, what they noted andquoted out and show photos and videos to colleagues (Northouse,2013). This process is facilitated by team leaders and afterwardsthey start the process of designing solutions to problems identified.

References

Northouse, P. G. (2013). Leadership: theory and practice, (6thEd.). Thousand Oaks, CA: Sage Publications.