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.
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 review, 84(1), 32.