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Kia ora ano e te iwi


I have decided that I will follow Daudelins four stages of reflection process for the remanding reflection journals. So here we go.


Articulate Problem

Week three of MikesBikes working in groups, I have noticed a common problem within my team. The problem being indecisive and lacking affirmative decision making. I recognised this lack of decision making after nearly every team meeting we meet it virtual silence as we ponder about what we are doing.



Analysis of the Problem

Reflecting on past decisions. I realise that our group did not establish a strategy to help guide our decision-making process. Instead, we went off the cuff, attempting to risk it for the biscuit. For example, In our first practice rollover, we lacked a short term strategy and made arbitrary decisions. Consequently led to confusion when we tried to launch a product in the second practice round as it had the same specifications of our existing Adv bike.


Formulation and testing of a tentative theory to explain the problem


According to Buchanan and Connell (2006), every decision has an inescapable risk associated with it. Furthermore, the risk has more significant implications if it is made on a corporate scale rather than an individual level. This theory resonated with my experiences thus far with my team, because my team has been taking a risk by conducting poor information decisions without adequately analysing the reports and conducting in research.




Based on this problem, I believe the best way to take action is for my group to meet up and write up a strategic plan for the remaining period. This will allow us to set short term goals, medium-term goals and ultimately, our long term goals of where we want to be in the end game.

Buchanan, L., & O Connell, A. (2006). A brief history of decision making. Harvard business review84(1), 32.



  1. Okay, so your explicitly following Daudelin. ::TICK::

    Now let's see how we can level-up your learning journal.

    I'm going to jump in at your analysis. For me, that reads more like a hypothesis/tentative theory. Indeed, there is a bit of that going on when you articulate the problem where you associate silence with indecision.

    So, what really is the problem? As Daudelin says, "The first stage of reflection, articulation of a problem, defines the issue that the mind will work on during the process of reflection. It is often preceded by what John Dewey calls “a state of doubt, hesitancy, perplexity, or mental difficulty.” The clear articulation of a problem is often an insight in itself, and rewarding to the manager who has struggled to identify a vague sense of discomfort or dissatisfaction." What were you dissatisfied with? Reading between the lines (and I might be entirely wrong, but I'm doing this as an example), maybe the problem is "We never discuss our decisions, when people make suggestions, everyone is silent and the decision just gets accepted by default (without debate)". 

    Then you can move onto the analysis, the hunt for possibilities. Why is it happening? There are lots of possibilities here: Everyone is introverted; the team is still in the forming stage, and so find it hard to challenge each other; there is no strategy so we have nothing to test ideas against. People don't think they understand the simulation well and so they don't want to seem foolish.  We do not have an agreed decision-making process. Combine such 'whys' with previous (similar/dissimilar) experiences you've had.

    That will lead you to begin to hypothesis/theorise as to which is the most likely cause (and that in turn will start to suggest particular actions that might work).

    I hope you find this helpful.

  2. Hi Tama,

    First of all, really clear laid out journal, made it nice and easy to read and understand how you are getting your point across.

    I think you've done well too pick up on the little things in group meetings such as the effect of arbitrary decisions and hesitancy. 

    Something I've learned from these journals and helpful peer reviews is to be specific in your formulation and testing stage. This helps build a more contextual and applicable approach to your problem solving.

    Enjoyed the read and best of luck for the semester.



    Hey Tama , first of all its good to see that you review back to Dandelins four stages of reflection process this week and I enjoyed reading this journal because it really relates to our situation in my group as well.

    I really like the idea how you create goals, manipulating problems at this moment to build towards long term goals. After reading your journal, What I’m interested about is why you specifically think this is happening within your group?

    Overall, thank you for sharing your journal with me, I hope your group will keep finding ways to improve the lack of decisions making.