Practical traction after a hard hit—field notes and tools for rebuilding without performative positivity
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
Based on Chapters 4 and 5 of McShane and Warner's Canadian Organizational Behaviour, 12th Canadian Edition. This Week 4 learning journal brings together two connected parts of Organizational Behaviour: emotions, attitudes, stress, and employee motivation. Read together, these chapters show that workplace behaviour is rarely simple. People do not perform well only because they are … Continue reading Week 4 Learning Journal: What Drives People at Work
The Evidence Ledger is not a place to relive the wound. It is a place to preserve what happened clearly enough that your next step can be based on facts, not fog.
Money pressure gets louder in the dark. Night Numbers turns financial panic back into a page you can work with.
A Standing on the Ledge reflection translating MGT2382 team and organizational behaviour material into a practical SOTL lens: before blaming people under pressure, check the structure, norms, trust, authority, and conditions around them.
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
A crisis wants a dramatic answer. The field rule is simpler: do not make life-sized decisions while the alarm is still ringing.
When life takes a hard hit, the first job is not to solve the entire future. The first job is to stabilize the next 72 hours without making the wound worse.
One of the risks of doing public learning journals is that the course material can start to get heavy. Definitions. Models. Terms. Categories. Textbook language. All of that can be useful. But Standing on the Ledge was not built to become a textbook. It was built from the rubble. So the question is not only, … Continue reading The Team Is Not the Word “Team”
Standing on the Ledge 