Please help me give feedback to my classmates post

reflect upon what each has shared regarding the Control phase and its implementation, and offer constructive criticism, providing details or examples from your professional experience. Use specific examples from your own organizational conflict or the Garden Depot case study in your initial post and in your responses to other students' posts.

BOB

The primary limitation to control that comes to mind is the reaction of others to the hiring process or announcements. We can do our utmost to be fair, consistent, and accurate but there will almost certainly be individuals who feel the process could have had a different or better outcome. Those individuals may be upset. We can anticipate negative reactions to a certain extent, but is always stressful to go into a process knowing it is essentially a zero-sum proposition. But we can't control the reactions of other people.

Beyond that, I struggle with these example scenarios because I have very limited experience in organizations. Obviously I have been part of many organizations. This class could be an example. But I rarely take on leadership, simply because there is always someone else who wants it more than I do. So it's hard for me to be very specific, or to offer genuine recommendations knowing that I am not particularly experienced in these matters. I think the first thing I would do as leader is skip the DMAIC process. Perhaps that would turn out to be a tragic misstep, but it's the truth.

I would make great effort to have a well-reasoned argument. One of the reasons I don't take leadership is because I never try to convince anyone of anything. Either they can see the logic, or they can't. I won't waste time bickering. That being said, I would make sure to have done due diligence in preparing metrics, schematics, charts, and key points. I would have checked in regularly to ensure the process was in line with expectations and that the stakeholders understood the shape of the future state.

I would like to foster a closer relationship between officers and administrators in the case of the inventory control sheets. I think the root cause is that administrators remain in single hallway all day with other administrators, while the officers, if they see anyone at all, is almost certainly another officer. This creates an echo chamber where not only are preexisting ideas exaggerated, but where new ideas can't enter or escape. I would encourage administration to attend morning briefings at the very least. Technically the commander is the liaison between officers and admin. But that's unnecessarily creating an extra degree of separation. And we all know how the telephone game plays out.