During the zombie apocalypse simulation, the most difficult decision for me to make was the last event. This event talked about a city in the country that was being used to hold the infected patients who were being quarantined. For the disease that was infecting these patients, there was no known cure and the spread…
LIGC Blog Post 4 – Adaptive Leadership
Today’s simulation, titled “Patient Zero”, immersed our team within the context of a zombie apocalypse and required us to make a series of five increasingly difficult decisions. The event I personally found to be the hardest to grapple with was Event 3. To give a brief summary, Event 3 required us to decide whether or…
‘Patient Zero’ Simulation – A Reflection on Active Leadership
The Patient Zero simulation thrust us into an ongoing zombie outbreak. We as a class represented the members of a decision-making governing body whose decisions directly impacted our nation’s handling of the outbreak. Over the course of the simulation, we were faced with five critical decisions. Of these five decisions, the simulation did its best…
Leadership Simulation: Patient Zero – #4
In today’s simulation we worked as a group on the Leadership Simulation: Patient Zero. Each subsequent event was more difficult than the previous one, that’s why the final event was the hardest to decide on for me as an individual. This event was about the bombing of a group of infected citizens. The lives of…
“Patient Zero” – LIGC Entry #4
Challenges of the Simulation Once again utilizing the concepts of experiential learning in the development of leadership skills/philosophy, today’s lesson in Leadership in a Global Context included a simulation known as “Patient Zero.” Students are placed at the helm of a government and nation faced with a pandemic. The pandemic has the unique ability to…
Responding to Uncertainty: A Reflection on “Patient Zero”
Today in “Leadership in a Global Context”, we completed the “Patient Zero” simulation, a scenario where a new pandemic has ravaged your fictional nation, and you—being the leader or part of the leading decision making body—must make life or death choices about how to proceed. The simulation posited five main conundrums, and we had to…
Patient Zero and Adaptive Leadership – Blog #4
As we progressed through the events, I found the decisions harder and harder to make. That being said, I found the final decision regarding the bombing of a group infected citizens the hardest. I felt this particularly challenging as it we were tasked with determining the fate of people. Killing the people came with a…
Looking Back on “Judgement in a Crisis”
During our first simulation in the course, I was a product manager at a medical equipment company. The new product, GlucoGauge, that helped diabetic patients self-monitor their blood-glucose levels had performance issues stemming from various problems not detected before release. These included the younger and smarter demographic tests leaving certain issues unchecked, as well as…
Organizational Behavior Simulation: Judgement in Crises – #3
We individually worked on the Organizational Behavior Simulation: Judgement in Crisis. In the simulation, I was in the position of product manager at Matterhorn Health and was presented with the high inaccuracy rates of GlucoGauge, a device that can be used to monitor the blood levels each day with ease and comfort. I have done…
LIGC Blog Post 3 – Cognitive Bias
In today’s simulation titled “Judgement in a Crisis”, I was deemed Project Manager of a medical device manufacturing company called Matterhorn Health. The crisis that I had to handle in the simulation was concerning the high inaccuracy rates of GlucoGauge, Matterhorn Health’s new glucose blood monitoring device. I had to make a variety of decisions…