Group Process in the Challenger Launch Decision A Amy C Edmondson Laura R Feldman 2002
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Section: VRIO Analysis In this case, VRIO Analysis, Amy C Edmondson and Laura R Feldman discuss the importance of a group process to achieve the best decisions. Edmondson and Feldman suggest that teams with VRIO (Value, Risk, Interdependence, Opportunity) will have more effective decision making. In a group, we get different perspectives and ideas. But in a situation where you have to make a big decision, you need to find out the consensus of everyone who is going to be part of
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The article “A Case Study on How Groups Collaborate and Decision Making In the Global Economy” was published on January 11, 2020, in the Financial Times. The article has gained attention because it is about a complex problem and solution. The article starts with a discussion about how teams come together and work together. Then, it focuses on the Challenger Decision Making. The first Challenger was introduced in the 1950’s as an engineering challenge. The challenge was designed to test
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– The case study is set in 1983. – The problem being addressed is how a team of executives, aerospace engineers and a team of scientists/engineers should work together to launch the NASA Challenger space shuttle. – The solution being suggested is for a sub-group of four executives (Jack Fry, Robert M. Gillam, David J. Levy, and Edward J. Smith), to decide jointly how the launch would proceed. – The four executives, whose names I can not reveal here
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The marketing plan section: Challenge the audience Brief overview of the problem we face. For instance, our company’s brand may not be consistent with our industry’s image. What is your organization’s unique selling proposition? For instance, let us know if you specialize in helping small businesses grow, or if you offer a new product or service. click here for info Ask the audience to think of a problem that would be difficult for any organization to solve, and then state that our organization has a particular problem that we think others can solve. Let
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Challengers of NASA, the most significant and powerful nation in space technology, were growing increasingly unhappy with their management system. Challenger was a project launched to replace the Apollo spacecraft in 1975, but it encountered numerous difficulties, leading to a catastrophic launch failure on January 28th, 1986. During these problems, the mission leadership failed to understand the impact on the company’s culture and business strategy. Challengers of NASA, led by Dr. Robert Richer, decided that they needed a new way
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The study suggests that in the case of the Challenger Launch Decision A Amy C Edmondson Laura R Feldman 2002, there was a group process where the decision to launch the Saturn V rocket, was based on the opinions of the management and the engineers. Specifically, the group process involved a group of 10 senior scientists, who presented their recommendation to the team which had made the decision, which in their opinion, was not based on technical considerations but rather their expertise and their perception of how the Saturn V was