Respond by Day 5 to at least one of your colleagues’ postings in one or more of the following ways:
- Ask a probing question.
- Share an insight from having read your colleague’s posting.
- Offer and support an opinion.
- Validate an idea with your own experience.
- Make a suggestion.
- Expand on your colleague’s posting.
Being the future of this field it is important to understand, recall, and reflect on the historical significance of those who have pioneered the trails that we shall follow. Within historical bounds it is important to understand and have a working knowledge of the work that those pioneers have performed ahead of us, which will all for a better product of consultation. When I recall historical significance within our field I think of the work of Dr. Stanley Silverman and how he was instrumental in the development of the WARS system. The WARS system was developed in conjunction with the University of Michigan in efforts to identify arrogance within organizational leadership. It has been fabled (and later proven fact) that good team members do not typically leave jobs they enjoy, rather the cause of departure is leadership they have problems. The works of Dr. Stanley have proven these speculations time and time again, through his works with some of the most public institutions known today (ie: Disney Entertainment). Through the development of items such as the WARS system work place synergism has been possible for many organizations when faced with adversity within a chain of command and/or leadership structure.
I have been employed in public service for nearly 20 years (it is truly the only career I have ever known). I like many of my tenured colleagues have rose through our ranks from entry level paramedics to high ranking leadership positions. I no longer have high ranking “brass” ever since I decided to modify my career path in efforts to lessen demands and stress. I now fly on medical helicopters in PA and NJ as a crew member which allows my to pursue my true passions of medicine and aviation. The organization which I was part of the prior leadership structure had many safe guards in place to ensure that we all worked as a team in addition to staying “grounded” as managers with certain types of authorities that the “rank and file” did not. We met twice a year with a consultant from Penn State University who would lead various discussion on effective communication. The results which we experienced in staff satisfaction surveys in addition to annual reviews proved to us that this basic training was needed and was effective.