Wiki contents


2019 Learning journals
2018 Learning journals
2015 Learning journals
2014 Learning journals
2013 Learning journals

Smartsims Support Centre

Blog updates

Recently Updated

Recent updates

Recently Updated

All updates

Skip to end of metadata
Go to start of metadata

Learning Journal 04: Running a Bike Company

As we have come to know, our MikeBikes project involves making and executing many calculated decisions. The outcomes of this week’s operations have been largely shocking compared to our achievements last week. Fortunately, I have identified the causal agents of our shortcomings after extensive reading of our weekly readings. These shortcomings, and the solution, are addressed using Daudelin (1996) four-stage approach. The first step entails problem articulation. In our case, a teammate informed us that our project was uncoordinated because the team lacked a sense of direction. 

The second stage involves problem analysis and identification of causal agents. After thorough analysis, I called my teammates for a meeting to discuss the problem at length. I remembered reading Oakley (2004), who encouraged team leaders to embrace communication as a strategy for problem-solving. During the meeting, we brainstormed and realized that we did team members collected and used a mishmash of data thereby creating conflicting agendas as well as triggering poor communication. 

The third stage emphasizes theory formulation and testing. At this stage, we focused on how to fix the main problem. Reading Kim & Mauborgne (2002) taught me that successful ventures always adopt strategic planning, which requires focus. Therefore, the team settled on a recommendation involving the collaborative adoption of strategic planning to create an illustration of the “big picture” connected with the project.  

According to Daudelin (1996), the last stage focuses on action. According to Kim & Mauborgne (2002), only a few strategic plans are implemented into action. Nonetheless, we agreed to prepare a strategy canvas, which involves consistent use of project strategies that are east to communicate and understand. These type of strategies enhance engagement and involvement of the team members whilst unlocking their creativity.

In the coming weeks, I intend to monitor and evaluate the productivity of our Bike Company. 


Oakley, B., Felder, R. M., Brent, R., & Elhajj, I. (2004). Turning student groups into effective teams. Journal of student centered learning, 2(1), 9-34.

Daudelin, W. M. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36-48. 

Kim, W. C., & Mauborgne, R. (2002). Creating your company's future. Harvard Business Review, 76-83.