Case Study # 1 – The Office
Pina Meas
University of La Verne

The first mistake that John Mitchell made with the way he solved the problem of limited office spaces he was only seeing what he wanted to see. Mitchell was looking for information and interpreting them only in regards to his self-interest. Completely avoiding any information that would contradict his own. Mitchell is taking risk by making decisions with uncertainty focusing only on the goals he want to accomplish, but disregards the information that would show the alternatives and future event less than acceptable. Mitchell is making decisions base on assumptions even though the decision may be wrong as these decisions might produce bad outcome. With the possibility of failure being potentially high. Mitchell shows the characteristics of Ambiguity illustrated in Exhibit 9.1 from the textbook Management TWELFTH EDITION Richard L. Daft 2014 Vanderbilt University. The first sign shown by Mitchell was that he created an unclear issue with Krista Acklen with the intention of only the goal to be accomplished. Now not only are they limited to office spaces they are now creating conflict that would otherwise distract both parties from truly achieving their goals. The things that I would do different from Mitchell first, would be approaching Krista Acklen about the idea of sharing the limited office space that she is in charge of before deciding solely disregarding her inputs or thoughts. I would look for more possibilities of certainty, gathering all available information, considering all alternatives and their results to be considered. In the effort to attain and maximize the organizational goals with diagnosis analyzing the underlying factors that associate with the decision situation. Asking myself to explore the cause of potentials underlying the problem and start with brainstorming that would interact both parties to spontaneously suggest ideas as to achieve a better possibility of solving the problem. Creating many alternatives as a result and by reflecting on each decision I make to remember that disagreement can have a better results that blind agreements on solving a particular problem. It would also help me from relying on poor assumptions and seeing what I want to see.