Category: MGT2382 Learning journal

A Standing on the Ledge learning journal connecting Organizational Behaviour course concepts to workplace systems, culture, conflict, motivation, leadership, and collapse recovery.

Organizational Behaviour — Week 3 Learning Journal

Diagram showing workplace personality profiles, motivation, stress coping, leadership styles, cognitive biases, and conflict resolution.

Personality, Values, Jungian Type Theory, the Dark Triad, and Perception in Organizations MGT2382 Organizational Behaviour Topic focus: This journal entry reviews Chapter 2 of Canadian Organizational Behaviour, 12th Edition, including personality, the nature-versus-nurture debate, the Five-Factor Model, Jungian personality theory, the Myers-Briggs Type Indicator, the Dark Triad, and values. It also extends the reflection into … Continue reading Organizational Behaviour — Week 3 Learning Journal →

MGT2382 Organizational Behaviour: Week 2 Learning Journal

Flowchart showing communication process from sender to receiver with encoding, message, channel, decoding stages, barriers like noise and bias, and feedback loop.

Effective Communication Is More Than Sending a Message This week’s Organizational Behaviour reading focused on communication, and the more I worked through it, the more I realized that communication is not simply “person A sends a message and person B receives it.” That is the simple version. The real version is messier. Effective communication happens … Continue reading MGT2382 Organizational Behaviour: Week 2 Learning Journal →

Week 1 MGT2382 learning journal

Team discussing collaboration, structure, trust, and communication concepts around a table with charts and building blocks

Posted at a later date than the dates listed in this reflection. Phase lens: Phase 3 — rebuild systems, with Phase 0 warning-light implications and Phase 1 implications whenever people are making decisions under pressure. Source note: This rewritten entry expands the May 18–19 team-dynamics reflection into a broader organizational behaviour reflection. It keeps the … Continue reading Week 1 MGT2382 learning journal →

MGT2382 Learning Journal – May 18-19, 2026

Six people discussing project plan around table with charts and laptops

posted at later date than dates listed in reflection Groups, Teams, Organic Teams, Team Dynamics, Trust, Norms, and Decision-Making Under Pressure Category suggestion: MGT2382 Learning Journal / Field Lab: Learning Journals Phase lens: Phase 3 - rebuild systems, with Phase 0 warning-light implications and Phase 1 implications whenever people are making decisions under pressure. Source … Continue reading MGT2382 Learning Journal – May 18-19, 2026 →

Organizational Behaviour: Systems, Stakeholders, and the Meaning of Work

People collaborating in groups around tables and whiteboards discussing business strategies and organizational systems

Today’s organizational behaviour material pushed me into a larger question: when we talk about organizations, are we really talking about systems, or are we still pretending organizations are only built out of policies, managers, customers, and profit? The material on leadership systems, communication, accountability, delivery, performance, and measurement makes one thing clear: an organization is … Continue reading Organizational Behaviour: Systems, Stakeholders, and the Meaning of Work →

Work-Life Integration or Boundary Collapse? Norms, Values, and the Right to Disconnect

Woman working at a desk with computer and coffee, child painting with mother on couch, dog nearby, clock showing day and night cycle

Learning Journal — Organizational Behaviour, Work, Life, and Integration The textbook discussion on work-life integration raises a useful point, but it also raises a red flag. Globalization has changed the rhythm of work. Employees may now deal with coworkers, suppliers, clients, and managers across different time zones. Add a 24/7 operating environment, remote work, rotating … Continue reading Work-Life Integration or Boundary Collapse? Norms, Values, and the Right to Disconnect →

The Message That Triggered This Reflection

Four people sitting around a table discussing sick leave policy notes on whiteboard

I am not going to reproduce the private conversation here, because the point is not to put another person on trial. But the pattern matters. I notified someone that I was sick and would not make it in. I apologized. The response was not just frustration about the impact. The response carried a moral charge: … Continue reading The Message That Triggered This Reflection →

Don’t Make the Client Your Confidant

Three people discussing construction plans in a partially completed kitchen

Reader’s Moment: If you work inside someone else’s building, but you are employed by a third-party contractor, who do you complain to when something is going wrong? That sounds like a simple question. It is not. Because when you are the person physically on site, the client can start to feel like the real boss. … Continue reading Don’t Make the Client Your Confidant →