Strategy is a crucial element in the context of an organisation’s or firm’s mission. The question is to what extent is strategy influenced by power and rationality and how does the strategic decision-making come into play when deciding about long run strategy-making.
In the following, I will apply strategy models and theories to the scenarios of the film ‘Apollo 13’ (1995) in order to evaluate how the strategy-making is affected by strategic decisions and vice versa. Therefore, I will consider the influence of power and rationality on strategic decisions in relation to the resulting outcome. To start with, I will analyse the scenario planning process, its relation to risk management and the resulting issue of recursive and adaptive
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Therefore, scenario planning can be used as a tool to analyse the feasibility of a plan and evaluate how realistic it is to achieve set objectives as a part of the mission (Schoemaker, 1995).
Applying this practice of scenario planning to the procedures in ‘Apollo 13’, one can observe a similar approach, as the astronauts use a simulation programme to prepare for their mission and the issues that may affect the procedures, such as pressure, temperature and technical difficulties. For the simulation to be as realistic as possible, the crew members ensure that the conditions in the simulator are exactly how they would expect them be or at least as close as to how they would expect them in space (‘Apollo 13’, 1995).
One possible reason for this could be that according to Schoemaker (1995, p.26), the simulation of a scenario is a ‘distorted representation’ which means that as it is used to simplify actual issues it tends to exclude essential issues that may arise as a result of under- or over prediction of a specific scenario. Hence, the truthfulness of the simulation outcome is not necessarily reliable for the actual process as unforeseen circumstances may occur without previous warning such as the sudden explosion of the oxygen tank in our movie example. Since the crew was not prepared for this problem to arise as no previous scenario included the emergence of this problem, it underlines the limitations associated with the
to undergo a test, even the scenarios are difficult or never happened. Under a controlled condition, the test can be repeated. With the proper way to use the simulator, the cost of the experiment can be greatly reduced.
3. The use and characteristics of simulation - assessment in a simulated environment should only be used where evidence in the workplace will not be demonstrated within an
The second stage of the simulation is during the scenario interaction, at which point the group was required to utilize the clinical reasoning cycle to guide, generate and
For the purpose of imitating the real emergency situations, the technical ability of simulation has been continuously upgraded by advanced computer programming or by artificially standardized human behavior. The computer-assisted mannequins are even able to “communicate”, “talk” and provide various reactions and interactions by using predetermined language and settings. However, despite that sophisticated high-tech programming brings convenience during the course of learning, practice and performance evaluation, the author points out that such normative approach cannot be qualified as any paradigm for real practice since preprogrammed language cannot predict real human thoughts and behaviors.
Having discussed all of the positive aspects of simulation as a teaching tool we must look at how we link the information presented in lecture with the hands-on skills of simulation. One way to link that information is through the use of pre-briefing. This strategy provides the bridge between theory, simulation and practice. (Page-Cutrara, 2014) I found it helpful to use this technique in my
This paper will thoroughly define and explain planning and mitigation. Additionally, it will cover several factors that play a role in each category. Specifically, this paper will look into several phases of planning to include: continuity of operations; mission essential functions; planning development; and preparedness. Furthermore, it will look what types a factors should be looked at when making an organizations plans. In addition, this paper will look at mitigating risks, specifically cyber and physical risk mitigation and some of the different approaches risks can be mitigated. Finally, this paper will briefly look at the Department of Defense’s Operational Risk Management process and how it ties planning and mitigation together.
Simulation is a method of training that works especially well for individuals who need to make decisions in stressful situations or who operate equipment and cannot rely on their first experience by a live situation.
According to Lofgren and Nelson (2013), six major factors should go into a simulated crisis drill. The first factor is the establishing the focus of the drill; this factor takes into account the skills and scenarios that will be tested during the drill. This view is supported by Aebersold and Tschannen (2007) who note that scenarios are critical components of any drill as they present a potential course of events. The other factor that goes into drills is a determination of how the success of the drill will be measured. Moreover, the drill should not be perfect, as the teams involved must accept that some of the components are unrealistic. Furthermore, a drill should not be strict, and the teams involved should be left to have
Planned Strategy: The main feature of this strategy is that formal plans and precise and very
The simulation posed a unique challenge one to me. It was neither purely an intellectual challenge nor entirely an exercise in teamwork, as with what I was accustomed to in high school. Instead, it tested my abilities under pressure and my ability to think on my feet. In our team’s planning sessions, we planned for the unpredictability of the simulation by acting out
Chandler (1977) believes strategy is about using the necessary recourses so the organizations are able to carry out their long-term goals and aims. Which relates to Johnson (1987, pp. 4-5) who states, “Strategic decisions occur at many levels of managerial activity and will be concerned with the long-term direction”.
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.
Simulations are problem-based units of learning that are set in motion by a particular task, issue, policy, crisis, or problem. The problems to be addressed by the participant may be either implicit or explicit, depending on the nature of the simulation.
The important part of the simulation assignment is what you have learned from it. As such you will be required to reflect on the decisions you made and the outcomes.
Scenario planning first emerged for application to businesses in a company set up for researching new forms of weapons technology in the RAND Corporation in 1967(Thomas J. Chermack, 2002). We all know that future cannot be predicted even the weather forecast, which based on accurate data, is not that precise sometimes. Scenario planning provides a solution for organizations to develop in uncertainty by assuming various possibilities about future and help people to make a better decision or plan accordingly.