Which of the ten adversarial tactics (see lecture notes) mentioned in Dunk Tank do you feel most confident addressing as a leader?

5. Share a time when you had or witnessed a Dunk Tank experience as a leader. Please explain.
In reflection, I had a “Dunk Tank” experience a few years ago. When employed at a privately owned facility, I could have dealt with the adversary I was dealing with. I enjoyed working at the facility and excellently led the team through a deficiency-free annual survey. When working with one of my managers, I tried my best to deal with my emotional triggers for almost two years. He continually tried to create distance between myself and the owner by calling and telling her untrue things; he created a community of paranoia for the owner. I reached a breaking point and told her either she would get rid of him or I would go. She refused to allow me to terminate him, so I left. I was not equipped with the adversary tactics taught in class. I will be mature enough to work through leadership challenges more effectively next time.
6. Which of the ten adversarial tactics (see lecture notes) mentioned in Dunk Tank do you feel most confident addressing as a leader? Please explain.
Becoming confident in one’s ability to “handle” adversity as a leader takes a skill set like no other. Rising out of the adversary is an experience that most leaders have had to conquer. The one adversarial tactic that has helped me as a leader is bringing people together to advert rumors that can otherwise create unhealthy community paranoia. There is often a lack of knowledge, and when given facts, I have successfully facilitated collaboration that didn’t exist before. 4. If you ask Amy Gallo (2013) How to Manage Someone You Don’t Like, she would say to spend more time with them. What are your thoughts about that?
I agree, “Over time, if you work together closely, you may appreciate one another (talents and differing viewpoints). The suggestion is that spending more time with someone with a different view can lead to a positive outcome. Still, I would say that it is essential that the emotional aspects are resolved or that a facilitator is present to serve as a guidepost and cheerleader. As a leader, bringing out the best in others does not occur without work. I am optimistic that everyone can learn to handle frustration, overcome hidden biases, and propel organizational strategies collaboratively. However, not everyone has achieved the ability/to cultivate the diplomatic poker face Gollo (2013) speaks of in her attempts to remind readers of the importance of remaining professional and positive.
5. Share a time when you had or witnessed a Dunk Tank experience as a leader. Please explain.
In reflection, I had a “Dunk Tank” experience a few years ago. When employed at a privately owned facility, I could have dealt with the adversary I was dealing with. I enjoyed working at the facility and excellently led the team through a deficiency-free annual survey. When working with one of my managers, I tried my best to deal with my emotional triggers for almost two years. He continually tried to create distance between myself and the owner by calling and telling her untrue things; he created a community of paranoia for the owner. I reached a breaking point and told her either she would get rid of him or I would go. She refused to allow me to terminate him, so I left. I was not equipped with the adversary tactics taught in class. I will be mature enough to work through leadership challenges more effectively next time.
6. Which of the ten adversarial tactics (see lecture notes) mentioned in Dunk Tank do you feel most confident addressing as a leader? Please explain.
Becoming confident in one’s ability to “handle” adversity as a leader takes a skill set like no other. Rising out of the adversary is an experience that most leaders have had to conquer. The one adversarial tactic that has helped me as a leader is bringing people together to advert rumors that can otherwise create unhealthy community paranoia. There is often a lack of knowledge, and when given facts, I have successfully facilitated collaboration that didn’t exist before.

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