Issue link:

Contents of this Issue


Page 75 of 84

73 BizEd March/April 2014 Consulting teams. We also give students the option to use the devices in our CEL Practicum Consulting course, which is coordinated by our Center for Experiential Learning. The course matches student teams with local businesses for semesterlong projects. Although sociometric feedback is most complete if all team members wear the devices, participation is voluntary. Dur- ing each meeting, the Sociometers gather data on how often students engage with different team members, when and how often they are contributing to meetings, and how their team's dynamics are changing over time. Without the feedback, students may be peripherally aware of their intra-team dynamics, but they tend to focus primarily on their consulting relationships with clients as they gather data, analyze problem information, or produce deliverables. The Sociometer ensures that they also understand their behavior in groups and learn to manage group dynamics more effectively. Teamwork exercises. Student teams also can receive feed- back on how their group members interact during classroom exercises. For example, our MBA students recently used Soci- ometers as they completed the Everest 90-minute leadership and team simulation from Harvard Business School Publishing. After the most recent simulation, sensor data showed teams how their group's interactions differed from other groups and how those interactions could have influenced their per- formance. For instance, teams with more equal participation among all members attained a higher percentage of their simu- lation goals than teams with less balanced participation. The data also revealed differences in the leadership styles of men and women—men talked significantly more when they held the "Leader" role, while women in the same role did not. Future Plans We plan to apply the Sociometers to an increasing number of experiences at Olin, from networking and recruiting events to negotiation exercises. As sensors continue to get smaller, cheaper, and more advanced, their possible uses in the busi- ness world will only grow. We believe that by integrating sen- sor technology into experiential learning, Project Sense will help students become more self-aware and influential business leaders. Karren Watkins is a research associate and director of Project Sense at Olin Business School at Washington University in St. Louis. Andrew Knight is assistant professor of organiza- tional behavior, and he conceptualized and initiated Project Sense. Ron King is director of Olin's Center for Experiential Learning, senior associate dean for special projects, and the Myron Northrop Professor of Accounting. Leading People and Organizational Change June 2–3, 2014 Tampa, Florida, USA LEADING IN THE ACADEMIC ENTERPRISE SERIES AACSB's new Leadership Development Series is custom designed for —and focused on—future academic leaders, including faculty, department chairs, assistant deans, and associate deans. Join us for the rst module of the series: This seminar is designed to inspire faculty members to shift their mindset from that of an individual, to one of a leader with the responsibility for advancing the entire business school. Participants will learn practical methods and techniques for leading change from the middle of an academic enterprise and building highly effective leadership capabilities. This innovative new seminar teaches the skills of building coalitions, resolving con ict, and reallocating resources to enable innovation. To register or for more information on upcoming modules visit: "Preparing leaders to look at the bigger picture and strategize for the future."

Articles in this issue

Links on this page

Archives of this issue

view archives of BizEd - MarchApril2014