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 Well, we have been taken over by a larger firm. There are of course mixed feelings among the team about this but, as a team we are philosophical that it was the best move, and besides, there are now twelve of us to shoulder the burden. Or perhaps there are twelve who can share the blame if things go wrong. But, looking on the positive side, our shareholder value took a small jump. I take a small pleasure from Greiner (1972) when he says that the problems are rooted in past decisions rather than other events or market conditions. But then when I look back I see that those very problems were caused by the decisions that we as a group made.  I can’t put the blame on anyone in the team except myself. I keep thinking that as CEO I should have been able to exert more control over what we did and how we did it. We didn’t do anything majorly wrong. We apparently made poor decisions that compounded over time. Greiner (1972) also notes that time solidifies attitudes and so people become much more difficult to persuade to try to look at the problem in a different way. We have developed a culture and it is pervasive.


It was gratifying to see that there were multiple bids for our company with the winning bid only $1 greater than the next bid. We were pleased with the result and are very receptive of the help we are getting. Fortunately we seem to be getting along well with our new masters who are overseeing and helping us with our decisions rather than taking complete control and making us feel redundant. I wonder if this is how it would be I the real world when there is a takeover? We are very hopeful that with help from our new business mentors we can make further gains in our effort to increase our shareholder value with the few remaining rollovers that are left.


Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37-46.



  1. Interesting read Stephen. 

    Good that you understand how you positioned your company into your current situation. Yes, you could have tried to manage things differently but this is the positive thing about this paper as you learn how to work with other people and reflect on these experiences.

    If you could share any feelings on any new challenges to face in hope to increasing your SHV with your new business mentors and team, that would improve the content quality for your reflection journal. 
    Other than that, good luck. 

  2. I found this reflection to be a very interesting one.

    After reading the reflection last week, i was interested to know what the outcome would be! So i am very pleased to see things are beginning to recover and improve the shareholder value. It is a shame that it is only happening now with 1 week left of the simulation so we will never know if this is a small temporary increase in SHV or if this would be onging.

    Although you mentioned your feelings about how you could have done better as a CEO, the great thing about what this paper is teaching us is how to learn from these mistakes and decisions by reflecting upon them. 

    Overall this was an interesting read, and i wish you the best of luck for the future!

  3. Or perhaps there are twelve who can share the blame if things go wrong.

    Ah, back to the early readings on being accountable (smile)

    Overall, you've not really followed Daudelin's framework. This feels more like a diary entry than a critical reflection. Nor is it one of the more 'transitional' entries that some folk are writing as they head towards the summative learning journal.

    You really need to show what you (rather than the team) are trying to do differently as a result of your experiences  and why you think that will produce a more desirable outcome.