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Critical Thinking Simulation Review
The purpose of this paper is to examine the problem evaluation tools and techniques encountered in the simulation and how they differ from the tools and techniques that the team would have used in this situation. The team will describe the ways these evaluation tools and techniques assist with the evaluation of decision-making processes and outcomes. The different outcome reached in the simulation versus better results generated by the changes in the team’s decision-making techniques.
The Thinking Critically Simulation gave a detailed abstract of Credenhill and its CEO; Linda James assigned each store manager to a store for five months. The Thorough-Cred program has given the selected managers the problem solving tools and techniques to solve the problems the company was facing. The CEO of the organization graded the participants through evaluating what issues were chosen as most critical.
Framing the Problems
The issues to be addressed are sales, attrition, legal action, inventory, product mix, operations manager, new store, market trends, variable pay, and WAN. Four grids within the simulation represent the areas to be addressed, such as moneybags, clouds over company headquarters, smiley faces for employees and sales in a cart that changed for better or worse depending on the decisions. The critical and urgent problems are the new store, product mix and variable pay.
When evaluating potential risks one must also examine the impact if the risks were to unfold. The legal action is critical but not urgent. The WAN issue is urgent but not critical. The remaining issues are fallacies or symptoms of the problems.
Problem Evaluation Tools and Techniques from Simulation
To correct the number of issues the electronic store faces one must frame the problem, make a decision, and evaluate the decisions made. The simulation took the problem and broke it up into smaller scenarios where the...
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