MGT2382 Week 4 Learning Journal: Emotions, Attitudes, Stress, and the Cost of Pretending Workers Are Machines

Six coworkers sitting around a round table discussing a poster on recognizing stress signals.

Date: Calendar week: June 2-8, 2026 Category: Field Lab Learning Journals > MGT2382 Learning Journal Course link: MGT2382 Organizational Behaviour - Week 4: Workplace emotions, attitudes and stress; McShane Chapter 4. Lens: Critical lens: emotions are information, not automatic instructions; stress is often the receipt for unmanaged load. Opening reflection This week’s material on workplace … Continue reading MGT2382 Week 4 Learning Journal: Emotions, Attitudes, Stress, and the Cost of Pretending Workers Are Machines →

MGT2382 Week 3 Learning Journal: Personality, Values, and the Conditions Around Behaviour

Team analyzing employee motivation and performance factors with charts and notes

Date: Calendar week: May 26-June 1, 2026 Category: Field Lab Learning Journals > MGT2382 Learning Journal Course link: MGT2382 Organizational Behaviour - Week 3: Individual behaviour, personality and values; McShane Chapter 2. Lens: Critical lens: before judging behaviour, examine motivation, ability, role clarity, values, and the conditions surrounding the worker. Opening reflection This week’s material … Continue reading MGT2382 Week 3 Learning Journal: Personality, Values, and the Conditions Around Behaviour →

MGT2382 Week 8 Learning Journal: Power, Influence, and the Ethics of How Work Really Gets Moved

Professionals in small groups discussing leadership and team goals in a glass-walled office

Date: Calendar week: June 30-July 6, 2026 Category: Field Lab Learning Journals > MGT2382 Learning Journal Course link: MGT2382 Organizational Behaviour - Week 8: Power and influencing; McShane Chapter 10. Lens: Critical lens: power is not automatically abusive, but hidden or unaccountable power becomes dangerous quickly. Opening reflection This week’s material on power and influence … Continue reading MGT2382 Week 8 Learning Journal: Power, Influence, and the Ethics of How Work Really Gets Moved →

MGT2382 Week 7 Learning Journal

Group of diverse colleagues discussing project plans over charts and sticky notes

Chapter 8 — Team Dynamics Initial Reflection: What Makes a Team Real? Chapter 8 describes teams as groups of two or more people who interact, influence one another, share accountability for organizational goals, and recognize themselves as a social entity. It examines team effectiveness, task interdependence, team composition, norms, roles, cohesion, trust, mental models, self-directed … Continue reading MGT2382 Week 7 Learning Journal →

The System Behind the Ledge

Man in suit sitting on ledge of tall building looking down thoughtfully

When I first began writing Standing on the Ledge, I was not thinking about organizational behaviour, workplace psychology, or management theory. I was trying to understand what had happened. I was trying to make sense of how a person could work, sacrifice, adapt, carry responsibility, and continue showing up, only to find themselves standing at … Continue reading The System Behind the Ledge →

Week 6 Learning Journal

Woman thinking with decision-making concepts like logic, emotion, creativity, and ethics

This learning journal examines the full scope of Chapter 7 by treating decision-making as both a logical process and a human process. It begins with rational choice, then questions the assumptions underneath that model: whether the problem has been defined honestly, whether information is accurate and supplied above board, whether goals conflict, whether important alternatives … Continue reading Week 6 Learning Journal →

MGT2382 Week 5 Learning Journal

Open notebook with handwritten notes on compensation models, reward systems, motivation cycles, and performance management.

Topic Focus This learning journal examines Chapter 6 as a connected system of applied performance practices. It begins with money as an economic exchange and a psychological and social symbol, then evaluates job status-based, competency-based, skill-based, individual, team, and organizational rewards. It also examines how reward systems can produce fairness or distortion, how job design … Continue reading MGT2382 Week 5 Learning Journal →

When the Framework Begins to Hold

From collapse to shared rebuilding and trust

Ledgewalkers, There comes a point in rebuilding when you have to stop asking what else needs to be added and start asking whether what you have already built can stand on its own. I think Standing on the Ledge has reached that point. When this project began, I was not trying to create a framework, … Continue reading When the Framework Begins to Hold →

You Do Not Have to Perform Recovery to Be Rebuilding

Quiet repetitive rebuilding scene, imperfect progress

Reader's Moment There is pressure to make recovery look good. To have the lesson ready. To sound wise. To explain the transformation. To be grateful for the wound because it made you stronger. To turn the collapse into a clean story with a satisfying arc. Sometimes that arc exists. Often it does not exist yet. … Continue reading You Do Not Have to Perform Recovery to Be Rebuilding →

The Field Manual Is Not a Cure. It Is a Handle.

Field manual offering handle amid chaos and instability

Reader's Moment A tool can be oversold. A protocol can be made to sound like magic. A field manual can accidentally become another self-help promise if we are not careful. Do this and you will be fine. Follow these steps and the pain will leave. Use this framework and the crisis will make sense. That … Continue reading The Field Manual Is Not a Cure. It Is a Handle. →