My experience this week was all to be expected but I am glad to have pulled through. Introducing my experience of starting SoloMike; A miserable failure with an ‘it will be fine’ attitude. All too fast did I realise that all my efforts towards shortcuts to success were to be in vain with SHV diminishing with every click. It was through reading through previous journals of former years past that I realised that I was not the first in this scenario, but all too helpful was it to realise that if I wanted to do well, I had to put in the work.
By first reading the resources on MikesBikes could I have a glimpse into how the beast worked. An approach of follow and reflect on Peter’s tutorial helped me identify certain parameters such as advertising and R&D investments. Then it was time to take the training wheels off (excuse the pun). By stringently reflecting on every decision I made, critical understanding of the effects my decisions had, while also theorising different approaches, effective actionable decisions lead to my SHV reach 104 after five rollovers. I honestly am surprised at the effectiveness of the reflection and learning process that I applied from last week’s journal, and will be applying it further into team decisions in multiplayer MikesBikes.
It was Thursday’s class in which the team I would be involved with for the next ten weeks was revealed. I was somewhat surprised to find that I had been promoted to Chief Financial Officer as I have had no background in accounting and finance other than ACCT 101. So now I have been offered another opportunity to apply reflection and learning processes so that I don’t only let myself down, but the team.
To finish off this journal, I am honestly relieved with the composition of members within our team, with great chemistry and from what can be observed in the short forming time, the individual goals of the team seem to be aligned which is disconcerting. By applying theory from Katzenbach & Smith (1992) of that of team formation, our ‘team’ must first commit to a common work approach and create an environment of mutual accountability. Without achieving these qualities can it only be presumed that we will be effectively pseudo teams?
Oakley, Felder, Brent, & Elhajj (2004) identify key activities that could enable for such qualities to be developed in a team such as the formation of a team contract. Are these activities effective for the time that they take in the forming process, or do they merely extend the forming process rather than allowing the team to progress into the storming process?
Many questions that will soon be answered, and hopefully the similarity of our goals and what we hope to get out of this simulation and the course will enable for the creation of a team to win the bicycle race.
Katzenbach, J. R. & Smith, D. K. (1992). Why teams matter. McKinsey Quarterly, (3), 3-27.
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.