This week as a team we have finally begun a gradual upwards trend of SHV through focusing more on the current dynamics of the company rather than just trying to be good at everything as a company as that's not possible. A big part of this is highlighted in Brooks & John (2018), where they state the importance of that questions have on the productivity, statistical and efficiency of the decision making within the company. These questions act as an aid towards the knowledge and understanding of the decisions being made as a major problem was not knowing exactly why. Which helps in relation to understanding how we as a team got taken over, as at first you assume it is because we are failing as a team. But through asking questions and looking further into the purchase, we can see that they bought us out as we are a very attractive company for them in many different aspects to further improve their team as we weren't the cheapest team at all so there had to be a decent reason.
With the action of being taken over after having our best week is frustrating, but as a team we should continue with our plan the best we can or are allowed to by our parent company to continue the improvements we have seen as we are on a steady incline moving into the last few rollovers. As well as hoping they allow us to continue and don't fully sabotage our team and ruin what we have finally gotten out of all these average weeks. But that is just another learning curve in the Mikesbikes assignment as the field is always diversifying so being able to adapt and learn is the most important part of being successful in this task. Which is a good example of what Daudelin (1996) was trying to allow with his framework, to be able to gain knowledge through the four steps given and I believe we can achieve that in the last few weeks even with this minor hiccup.
Brooks, A. W., & John, L. K. (2018). The Surprising Power of Questions. Harvard Business Review, 96(3), 60–67.
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36–48.