Thus, in this case, the team require a leader with positive subjective thought. This can be achieved by redefining the goals and avoid taking high-risk choices (Brand, Pawlikowski, Schiebener & Wegmann 2012). Hence, anchoring effect can interfere decisions in the process by attaching the subject to the initial idea presented.
A problem can be solved through adopting rational decision-making process that guides decision makers to analyze and review generated choices. Thus, the second attempt has an increase in its performance in group challenges from implementing the process in the pre-simulation discussion. The first step of the process is to define the issues. Issues can be identified through understanding the context of the issues and past knowledge (Kingston & Mustafa 2014). For example, during the discussion on the second simulation, the team list down the challenges that emerge from the previous attempt. The next step is to establish decision criteria, which refers to identifying factors that are relevant to the problem (Kingston & Mustafa 2014). In this