LJ03 2019

The third week of being in the group, there is no more offline mode. The actual start. It honestly was quite nerve wrecking. I as a R&D director I tried calculating everything I could using the offline. I still am not very sure if it is correct but hopefully it is. Anyway this week is decision making. In a simulation such as Mikes Bikes there are a lot of decisions that need to be made. In every role there are many decisions to be made and as a collective company we are all not sure what other companies are going to do so we have to make sure we are making the right decision or at least the decision will not make us fail so badly that we lose. There are many decisions to be made and every decision will come with a risk. To lower the risk us as a company should be able to calculate the risk that would help and maybe lessen the impact (Buchana & O’connell, 2019). In the present there are many decision making theories that could help companies make decision. One of the decision making theory that we are already using and should continuing using to help us succeed in this simulation is the meeting of the minds. This kind of decision making was developed by Quakers. It is a decision making process that is efficient and mutual respect and honesty. (as cited in Buchana & O’connell, 2019). We as a collective company and a team always get together figure out what we have to do for the weekly rollover. We discuss what each role wants and has to do with full respect and openness for that week. We meet the next day and put all the numbers down. As I do not really understand they are all very nice to explain and help me wherever I need help in and they will all help me in deciding and we will all see what is best for the company that week.

 

Reference:

1)   Buchana, O’Connell. (2019). A brief history of decision making. Harvard Business Review. Volume 84 (Issue 1). Pages 32-41.