Practical traction after a hard hit—field notes and tools for rebuilding without performative positivity
What the Learning Journals Are Teaching Me About Standing on the Ledge When I first started Standing on the Ledge, I thought I was writing about collapse. Honestly, that made sense at the time. Collapse was the thing sitting right in front of me. It was the thing I could feel, the thing I was … Continue reading Learning Why the Ledge Was There
Central Reflection The main lesson I take from Modules 1 to 5 is that organizational behaviour is not a soft side issue. It is the operating system underneath work. It shapes how people communicate, how they carry stress, how they respond to leadership, whether they trust the organization, and whether they have enough reason to … Continue reading Learning Journal: Modules 1-5
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
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
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
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
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
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
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
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
Standing on the Ledge 