Matterhorn Health Simulation Reflection

1. Trigger question: How am I feeling about my leadership?

Doing the Matterhorn Health simulation gave me a reflection on what I have done so far in my 13-year work experience. Becoming a manager in a state-owned banking company on two different positions made me feel being respected and challenged at the same time. Often times I had to face precarious situations which involved company’s prime customers, a large amount of money, or corporate reputation in its decision makings. I had to ensure myself that all decisions would be made properly. Some of them might risk my future career as the decision maker. Therefore, it usually took a long time for me to make a decision. That was how part of my leadership was shaped, which I thought it was right.

The simulation made me feel like “de ja vu”. As a product manager, I was “forced” to make some strategic decisions involving a huge amount of money based on limited information by choosing from a few alternatives only by myself. It was a similar situation with what I

Cognitive bias: Similarity Bias

When I was assigned as a Call Center manager in my company a few years ago, I experienced a certain situation, which now I know it is similarity bias. It was started when I had to build a team and assign several project tasks to the people under my supervision. I created a team containing certain people who I felt I enjoyed to talk with because of our similarities on how we think, talk, and act, even though I realized that there were other people who might be able to do the tasks better.

At first, my main consideration was the ease of communication between us so that I could accelerate the process given the high target. It worked at the beginning. After a while, the project tasks were getting more complex and a problem appeared. I could not find different insights when we were stuck on a particular problem. People I chose felt exhausted, then they started to seek the alternatives of solution from