Simulation Reflection Paper

After seeing what choices my assistant, Sarah, would have made I continued the simulation when I encountered my first obstacle. Harvey, my choice for Assessor and Advisor was running into a conflict with the other team members because he was not available to them as much as they would have liked. I met with the team members and explained that Harvey had been given the technological tools necessary so that web conferencing would be able to take place whenever

After having run through the simulation, what elements of that strategy would you have changed and/or what strategy do you intend to pursue in the group simulation?

Another section of the simulation made forced me to decide how to direct an individual’s performance. The following is an account of the scenario and the decision that I made based on the information given. Amrita seemed to be pushing her schedule on the team. Several team members came to me

My answers were not decisive which reflect my weak critical thinking skill. For example, when it comes to medication administration, in instances where things are not clear, it should always be referred to the doctor which in this case I belatedly remembered. Nurses should also make sure that they knew how to use all the equipment that is used in the nursing care. In a medical emergency situation, every second counts. In the simulation, epinephrine administration was delayed since the nurse did not know how to use the automatic injection. Over-all the simulation had a significant impact to my learning process.

How may you apply what you learned about supply and demand from the simulation to your workplace or your understanding of a real-world product with which you are familiar?

Once the exercise was over and as the individual points were displayed a lot of things became clearer. Having experienced the system and then debriefing later on, helped in filling a lot of gaps in information that seemed to exist during the simulation. With a better understanding of ‘the rules of the game’ and some of the strategies that did work, it is difficult to introspect now without a bias. As the saying goes – “Hindsight is wonderful. It's always very easy to second guess after the fact. “– Helen Reddy

My assessment of the performance of our team (ACC-Baldwin) in Phase One is that we performed decently in terms of strategy, but we have a lot of room for improvement in terms of implementation of strategy in the simulation exercise.

If given the opportunity to re-do the simulation, our top priorities would be to manage the allotted time more efficiently in order to improve decision quality, provide resolution certitude and ensure that each team member is adequately informed and prepared prior to meeting. During the simulation, we were given a finite timeline in which to analyze and input decisions; however, we failed to create a sense of urgency within our group, which encumbered the decision-making process and consequently, led to rushed decisions as time ran out. A team member should have been appointed as a designated timekeeper for time monitoring purposes.

Sometimes failure can really be the best teacher. This was the case with the Lakeview Regional Hospital Simulation Exercise. During the simulation, I learned a lot about working with a team, knowing when to stand firm and when to compromise. I have been a part of plenty of projects, but sometimes I can be a little lost when it comes to the healthcare aspects of things. It was during these times that I looked to my teammates to assist with filling in some valuable blanks about the healthcare environment. I do have a lot of experience with introducing technology, training and media relations. It was during these parts of the simulation that I could really lend a helping hand. The simulation illustrated the importance of buy-in amongst the implementation team as well as other members of the entire organizations. It showed that there will always be some inherent resistance, but that doesn’t mean that change is impossible as long as there is some flexibility.

The simulation taught me the benefits of outsourcing, the advantages of an ambitious target scope, the relation between SL and TM and the importance of communication.

During the simulation I had the role of the CEO and as such relied heavily on my own personal understanding of what we have learned thus far, but also did some research to be able to better assess what would best work. Over the 96-weeks I have a COR rate of 0.17 percent change rate. Although I did not effectively manage change, I was able to learn what worked well and what didn’t. Additionally, learning from our failures is crucial for long term success. In no way will anyone be 100 percent effective in all of their endeavors. The key is to learn from it and

In addition to financial investment calculation, we also calculated the amount of time it would take to execute those tactics in the simulation timeframe. After our strategy had been fully completed, we began executing our plan of action. Each member naturally aligned with different roles. Brandon took the lead in figuring out just what was going to be necessary for successfully completing the simulation, as well as being the one to actually put the information into the simulation. Lydia managed our time for each stage of a strategy planning and made sure we had enough time for each task. Lisa would step back after we made a series of decisions in our strategy plan, to assess if it was taking into account the bigger picture. Sara calculated the cost of the tactics we adopted as our plan, in relation to our budget; and Michaella calculated the amount of weeks those choices would take in relation to our allotted time. We did spend extra time during the task of identifying the problem, where it required us to choose two individuals to give us necessary insight. We experienced the same issue when we were deliberating over who the key stakeholders were so that we could build an effective and inclusive change

to convince him to invest the same amount in convertible debt or preferred stock where he can choose to

Over the past three weeks in the University of Phoenix Marketing Management class, I have completed three simulations based on real life marketing situations. The first simulation was titled, "Forecasting Market Demand." This simulation discussed the importance of determining the future demand for your product in the voice commanded software industry. The marketing team for the new Listensoft software needed to accurately forecast the production capacity of the new product and the pricing strategy. This task is especially difficult because human behavior is difficult to predict. Forecasting behavior "…is about generating numbers out of expectations, opinions, statements, prior patterns and a host of other subjective elements" (Forecasting

The outcomes of the simulation are not determined by chance or luck. Instead, participants experience consequences that follow from their own actions.