Eis simulation v2-team3-AFTI
Post on 13-Jun-2015
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THE EIS SIMULATION
TEAM 3 :
CHEAKA SawdatouCORONAS Aurélia DAIF LoubnaBOUZIANE AmineDUCOURANT Christophe
JOSE PIETRI
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Plan StrategyTacticsTeam dynamicsLeadership-FollowershipDecision makingInformationValuesResultsWhat worked well for usWhat didn’t work so wellEvolution RoleConclusions
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Strategy
Collecting information
Interest
Evaluation and adaptation
Decision making
We didn’t choose our strategy immediately. First, we took the ownership of the game in order to better understand the rules
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TacticsOur first decisions were not efficient enough
We started by informing people and collecting information
It was important for us to define the kind of relationship between employees, and to define the role of Ann Finkelbaum
Our strategy was good until an unexpected event happened (“loose Scotti”). Then we decided to focus on the top managers by organizing meetings, collecting their viewpoint.
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Team dynamics(1) Workgroup : each decision was approved by the group after discussion.
Sometimes we decided to take some risks to improve the evolution of the project
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Team dynamics(2) During the game we faced 2 unexpected events.
The first unexpected event happened because the managers weren’t involved. In order to get back managers attention, we decided to organize a meeting with the management staff (SCOTTI).
The second unexpected event was that Ann Finkelbaum joined the team with a new solution, which was acclaimed by the hole group.
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Leadership-FollowershipNo leader has distinguished himself
There is a mutual relationship established between each member of the team which is really beneficial in the effectiveness of the group.
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Decision making As every member of the team is adding his opinion, the decision making was more efficient.
After discussion between ourselves, we have done the analysis of the advantages and disadvantages of each decision.
During the game we realized the importance of the time. This is why we were even more vigilant in making our decision towards the end of the game.
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Information Most of information concern employees and members of CEO
These information are important for the development of the strategy
For example, information concerning Ann, allowed us to avoid the lobbying.
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Values
SuccessTo listen
To adapt
To follow Leadership
Unique vision
Objectives
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Results
9 adopters with Ann Finkelbaum
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What worked well for usThe first step was to contact all concerned
members via e- mails and to set up some face to face meetings. The objective was to clarify the new process of the EIS project.
We chose to go step by step and not to cut corners. Considering Anne’s strong personality we noticed that Lobbying would not be relevant for us because it would create real conflicts.
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What didn't work so wellThe beginning of our mission was quite difficult because
we didn’t see any positive reaction from people.
Some actions taken were not efficient concerning managers who usually didn’t have time.
We focused a lot on a person who was very interested, and by neglecting the others, they were less interested.
Using pilot tests at the beginning was unsuccessful because we were always on the stage : “awareness”.
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The evolution
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Time keeper : CORONAS Aurélia Our decisions were more relevant over the time
Strategic : BOUZIANE Amine Study and qualify all the possibilities and actions
to be takenBrave actions : DAIF Loubna
Take some risky an brave actions to progressDecision maker: DUCOURANT Christophe
In case of conflict, he was the Judge Analyst /profiler : CHEAKA Sawdatou
Analyze the impact of each action on specific people
Role
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ConclusionNo matter the number of decisions, the most
important was to take good decisions at the right time
Progress step by step
Choose the right action at the right time (same action has not the same impact in two different moments during the process).
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