Case Study Analysis- Mr. Dees

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Topic: Why cause and effect thinking hinders achieving mastery?
Name: Haoyong Chen
Course: MGT 605
Professor: Dr. William McGrath
Date: Oct 25, 2014
Introduction
Organization growth is dependent on very many factors; the most common is good organization management and leadership. Similarly, growth can be attributed by both successes and failures. However, the goal that an individual has set for either their personal platform or organizations plan need to be in tandem with the effort they put forth. In the case of Mr. Dees, an outline of the strides that he made, and the unique skills that he applied in various organizations have led him to become one of the few managers who have possess special skills that each manager is expected to possess. Becoming a master manager incorporates myriad of skills at both the personal level, and the organizational level. As it has been denoted, ideas usually develop from the daily norms and task that an individual performs. From his initial point of being a manger, Mr. Dees has shown a consistent trend and some of the skills that he possessed have been consistently improving and growing to support all the decisions that he made while he was in various companies.
Definitions of “cause and effect” thinking and paradoxical thinking “Cost-and-effect” means noting a relationship between actions or events such that one or more are the result of the other or others (Dictionary.com 2014). Cause and effect thinking is an anti–spiritual way of explanation. It’s the foundation for most misconceptions that are at the basis of all conflicts, struggle and discord in the world. Consequently, on the mental level, cause–effect thinking may be one of the, if not the, most destructive force we know. There are two salient points about cause–effect thinking for this presentation: http://drjerryepstein.org/content/cause-and-effect-thinkingFollower A leader understands the followers who are in his group and how they could use the core



References: Barczak, G., Griffin, A., & Kahn, K. B. (2009). Perspective: trends and drivers of success in NPD practices: results of the 2003 PDMA best practices study*. Journal of product innovation management, 26(1), 3-23. Goleman, D., Welch, S., & Welch, J. (2012). What makes a leader?. Findaway World, LLC. Leitner, A. (2007). Concept of leadership and management within the manufacturing industry. München: GRIN Verlag GmbH. Northouse, P. (2012). Introduction to leadership : concepts and practice. Thousand Oaks, Calif: SAGE Publications.

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