Upon the conclusion of our UberBike presentation, it’s important to reflect on our finished project. After our midterm presentation, our group finished the project by dividing up a variety of things to research including facts on emissions, pedicabs, and Uber’s pricing structure. We then developed a final idea for what we wanted UberBike to look like in addition to an implementation plan. Lastly, we formatted our information in an effective presentation that conveyed the information for the executives in attendance. Our collaboration unfolded in a similar manner to the first half of the semester, and became more efficient over time. This came as a result of the espoused values of communication and respect that were established in our project
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Encouraging task conflict was a main goal of mine, so when other group members quickly decided that the “Rent” option was superior to the “Buy” option, I quickly dissented. One of the self limiting behaviors is regarding a task as meaningless, but I believed this particular decision would have future implications. As a result, I introduced a strategy for a good fight by arguing in favor of creating alternatives. This decision led to a negotiation, where Caroline, Kathryn, and I practiced principled negotiation by focusing on our mutual interests (creating the best product). This enabled us to create the most joint value possible, as we ultimately decided to include both options as it was determined pilot programs that are more flexible are more successful.
A newfound emphasis on encouraging task conflict and discouraging groupthink was evident amongst other group members as well. I had initially asserted the idea that our presentation structure should begin by bringing up our prouct, and then discussing how this addresses the problem Uber was facing in addition to the societal benefits. However, Kathryn and Caroline did a good job of not forcing consensus but rather focusing on maintaining a balanced power structure and encouraging discussion on the issue. We ended up reformatting our initial presentation structure and I believe it was more effective as a
Encouraging task conflict was a main goal of mine, so when other group members quickly decided that the “Rent” option was superior to the “Buy” option, I quickly dissented. One of the self limiting behaviors is regarding a task as meaningless, but I believed this particular decision would have future implications. As a result, I introduced a strategy for a good fight by arguing in favor of creating alternatives. This decision led to a negotiation, where Caroline, Kathryn, and I practiced principled negotiation by focusing on our mutual interests (creating the best product). This enabled us to create the most joint value possible, as we ultimately decided to include both options as it was determined pilot programs that are more flexible are more successful.
A newfound emphasis on encouraging task conflict and discouraging groupthink was evident amongst other group members as well. I had initially asserted the idea that our presentation structure should begin by bringing up our prouct, and then discussing how this addresses the problem Uber was facing in addition to the societal benefits. However, Kathryn and Caroline did a good job of not forcing consensus but rather focusing on maintaining a balanced power structure and encouraging discussion on the issue. We ended up reformatting our initial presentation structure and I believe it was more effective as a