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Expert System

Introduction, Situation Analysis, Instructions, Technical Background

Case 2 Building an Exercise Facility

Setting: Insurance Company; Your Position: President

Many firms build exercise facilities for use by employees. At its last meeting, your board of directors authorized the expenditure of funds for this purpose if a suitable location could be found. They argued that insurance companies, which are in the business of selling life and medical insurance, should be among the leaders in this movement toward better health.

Your group of vice presidents were in support of the board's initiative and have been a source of many ideas, none of which, unfortunately, have come to fruition. The key difficulty is that your firm is currently fully occupying two floors of a high-rise office complex, and it is not clear where the exercise facility could be housed.

Yesterday you learned that a small firm with offices immediately below yours was closing its doors and moving to a different city. It is a little bit larger than you would need, but the costs would be consistent with the amount approved by the board. You sense that you just stumbled onto a great opportunity which, given the current market for office space, won't be around for very long. Your next scheduled meeting is in two days, at which time a final decision is to be made on a reorganization plan on which they have been working for several months.

In the past you have tried to involve your vice presidents in decisions such as this one, and it has paid off in terms of better decisions and enhancing their identity as a team. Should you act on your own so as to avoid losing this great opportunity or seek to involve the team in some way before making this decision?

Your answer: Decide

Decision SignificanceHow important is the "quality" of the decision, i.e. to what extent does the decision have material, strategic impact on your clients or beneficiaries inside or outside of the organization. (click for details)   Group ExpertiseDoes the group collectively have the necessary knowledge to solve the problem and or make this decision? (click for details)
Importance of CommitmentTo what degree will the implementation of the decision require the support and cooperation of the group to be effective? (click for details)   Interaction ConstraintAre there time or geographic constraints which would prevent you from bringing the team together (physically or by telecom) to make the decision? (click for details)
Leader ExpertiseTo what extent do you, the leader, have the necessary knowledge to solve the problem or make this decision? (click for details)   Team Competence How competent is the group at working together as a team in solving problems or making decisions. The issue is not their factual or analytical technical knowledge, but rather their ability to work together synergistically. (click for details)
Likelihood of Commitment How likely is it that the group would accept your decision as the best course of action even though not included in the decision making process itself. (click for details)   Time/Dvpt PreferenceChoose the importance of time and development individually or use the values specified by either the Time or Development Driven model.(click for details)
Goal AlignmentTo what degree are the members of the group committed to the achievement of the oganization goals which are at stake in this decision? (click for details)      Value of TimeThe value of time varies with the number and intensity of other activities confronting you and your group. Considering your current workload, rate the value of time. (click for details)
Likelihood of DisagreementHow controversial is this decision likely to be among the members of the group? (click for details)      Value of DevelopmentHow important is it to you to develop the capabilities of your group or team, i.e. increasing their knowledge, their commitment to the organization, and their effectiveness in working together? (click for details)
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