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It is our first week back from mid-semester break and all of our team mates are a little rusty. We didn’t perform in the previous turnover as well as we wanted, our main area of concern was product development where we couldn’t get our quality up, which was an essential element for the product path that we took to maximize sales. In panic, some of the team members became upset and worried and altered the relevant factors for the next turnover drastically.


As CEO, I was slightly disapproving and concerned, as the team members increased funding in particular areas by 300-400%, which I felt might have been over the top and create cash flow problems or reduce profit unnecessarily, however to avoid disagreements and let fate decide, I only altered the figures slightly and am hoping that fingers crossed we will come out of the next turnover alive and well.


Even if things don’t go according to plan in this next round, the outcome will deliver our team the ability to learn from our failure and mistakes, partaking in “double-loop” learning, rather than “single-loop”, which is learning from your success, something we have been doing up until this point in time (Argyris, 1992).  The Argyris reading goes further to explain how people who succeed or are successful all the time have difficulty learning, and become defensive in order to remain in control, maximize success and suppress negative feelings, something called the “doom loop”, so maybe its not such a bad thing to be in second place in the simulation at this point in time.


Our team has used excuses to explain our discontent such as  “the world we are in is too competitive” and “the program isn’t working in line with the instructions in the manual”. Synnott, 2013, points out that to maximize double-loop learning, it is important to reflect on ones behavior rather than blame other circumstances or people for mistakes made. As CEO, I will make sure in the next roll-over that we do not play the blame game, but rather reflect on our actions and perform a thorough analysis on how we can improve.


Argyris, C. (1991). Teaching smart people how to learn. Reflections, 4(2), 4—15


Synnott, M. (2013). Reflection and double loop learning: The case of HS2. Teaching Public Administration, 31(1), 124--134. doi:10.1177/0144739413479950

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  1. Hi Iyia, 

    You have provided great reflection for the past week and your ability to identify improvements for your team indicates a room for growth and a success in being an effective CEO. Being concerned about the results from the simulation is a part of the whole experience of Mikes Bikes. If we were always satisfied with the result we would not have the motivation to problem solve and learn. For future reflections, elaborate more on the required readings would create more depth in the entry and it would be beneficial to include a more personal reflection, as in finding things for yourself to improve on in order for you to learn how to overcome them. Overall,  I appreciate how you highlighted some potential areas that may affect the teams performance and hopefully you can help prevent it from becoming a major issue. Goodluck for the rest of the semester!

  2. Hey Lyia,

    This was actually a good and insightful read. I do agree with you that panic does lead to sometimes irrational or not well thought about steps, but I also do think that when dealing with double loop learning, it is the responsibility of all the members within the team to remind the rest of the process of reflecting and learning. I do think that it would have been more effective if you brought it up with the group, rather than change the figures 'slightly'. I also think that although you have a very sound structure for this reflection, it would have benefited your journal much more if you had incorporated the readings more .

    overall welldone