Description

In addition to your formal post, please respond to at least two classmates’ discussion posts. 

Classmate number 1

Three core values from the article:

Insight - Insight gives us the opportunity to explain, unify our thinking and to draw on our origins and deepest thoughts about  management, interactions and leadership of organizational processes. It also helps one to grasp the definition in such a way to clear the basis of creativity and bright ideas. For example, Little stated that insight is the key when we advise and help upper management in their strategies. Insight allows us to analyze ourselves to learn what we know, our knowledge and experience to discover something important. Apart from that, the world unexpectedly looks different with insight and certainly improves.

Collaborating - He explains that personal experience and perspective often extends to collective knowledge, where people's opinions are more nuanced and centered on particular positions or tasks as a team. We depend on each other in the company such as one team may collect information while another team analyses the risk of new projects.But it is crucial to be sensitive, knowledgeable, rational and responsible for each team and their members in their field of work. Because each member makes value added through its information, insight, decision and dedication directly applied to a team's work.

Self-Control - he explained that a deliberate decision, which commits oneself to behave freely and fairly is the result of careful consideration as to what is the right thing. This is evidently the most critical feature of the system contemplated. Although value is added at each working stage, it can only be provided fully at that last stage in terms of performance or outcomes. As a rational act or judgment, the cognitive loop leads to the achievement and thus adds its unique significance to the entire process.

"Knowing unpacked" as Little explained that  for ‘knowing’ we move up through content by gathering data to get an idea and concept, then based on knowledge and facts we improve our business values, and for ‘doing’ we go down  through process from experience and  understanding something to then make judgement to execute decisions. It resonates with me as working in healthcare, we collect data through our customer surveys to get an idea of what resources we provide and based on our collected knowledge and information, we aim to enhance our value of health care services. Also, personally  I would consider whether I have experience, knowledge and understanding related to the topic in order to implement my decision in both personal and professional life. In addition, this echod with strategic practice because when we make a strategy, we need to collect data and information to understand where we are going through evaluating current content, we then identify the idea through  developing a mission or vision statement to determine where our organization fits into both internal and external environments. We then analyze the options on the basis of our knowledge and facts, and eventually, the best choice to incorporate in our company is chosen as our strategic approach. Overall, this balanced approach requires a lengthy and long term journey with questions about insights for knowing and doing  the business.

Source

Little, John. 2011. "Powerful Intellectual Tradition for a Jesuit Business Education That Makes a Difference. Actions " Journal of Jesuit Business Education. pp. 127-147

Classmate number 2

Little emphasizes “knowing unpacked” illustrates the significant values that have been shaped through personal experiences.  “ Figure 3, below, represents these four parts along the length of the ‘knowing’ arrow or vector. Note that the arrow also enables us to make a distinction between process (experience, understand, Judge and decide) and content (data, idea and concept, knowledge and fact, value) ”. The list of these components provide insight on the extremity of why individual’s need to understand who they are. “Knowledge we find the key to all knowing” (131). Understanding the baseline of who we are at the core “values” gives us the opportunity to grow in many ways. As we embark on specific journey’s we unleash the “knowing unpacked”. What does this mean? This means when we are forced to overcome adversity in life, how do we do it? With Integrity? Or does the circumstance impact our decisions in which we make poor decisions?  Decision, judgement, understanding comes from ALL of our experiences.  Knowing unpacked correlates to me as we dissect the internal connections of humans to the world in relation to the foundation of business, because personal characteristics are the underlying issue of ethics and morality. It can be the difference between being a strong leader with values of respect, compassion, acts of kindness, and being an advocate for all people or characteristics demonstrating poor ethics such as lying and manipulating. Ethics can determine the validity of of an organization. 

“Knowing unpacked” demonstrates the complexity of understanding ones self internally and how it can enhance the foundation of leadership and management in a business. The foundation of the business are: leadership, values, mission, goals, and strategies. If the leaders are aware of who they are ‘purpose’, ,what they do” sense of morality”, how they think” ability to process adversity with rational thinking”, it solidifies he foundation of leadership within the business. In hindsight, this serves as the structure of the organization, implements appropriate strategies and enhances innovative practices to maintain the businesses integrity as well as success. Furthermore, The most important lesson I have learned from “knowing unpacked” is understanding who you truly are  is the greatest strength a leader can posse. Understanding a holistic approach to leadership and business strategies.