It is coming to the point of the semester where we only have a few rollovers left and sitting in 2nd on the global leaderboard for our course seems to be a pretty good position to be in at this point. However, since ‘hostiley’ taking over another company within the simulation, we seem to be in a position where we are not generating a profit, and the rollover this week was our chance to try and change that.
The problem that my team faced this week was opening the lines of communication to the other business, as they felt like we had undergone a hostile takeover and I am sure all they wanted to be able to do was try and figure out a way to get their company back and get the best possible result from the simulation that they can. Needing to communicate with the other team wasn’t the issue, it was the fact that our CEO was the man in charge for that sort of thing and he could not attend the lecture time due to personal reasons.
If we were to leave the issue for the next rollover in hopes that they would carry out decisions simply because we knew our CEO would be the ideal man for the conversation, then our company wouldn’t have generated such a good result from the rollover and we would not be the 2nd highest on the global leaderboard. That is the difference between single and double looped learning, as explained by Argyris. Because the rest of our team took the initiative and did not wait for the go ahead from our CEO or wait to see what he would say, our company saw substantial growth, as did the company which we took over.
After carrying out a conversation with the other team, both companies have come to a realization that we can now carry out decisions that will be in the best interest for both teams, working together in order to have more market share between us, thus leaving other companies with less.
Argyris, C. (1977) Double loop learning in organizations. Harvard Business Review, 55(5), 115–125