[SIMULATION ONE]

1. On Motivation:
a. Why do we care to understand the needs of a subordinate (e.g.; someone who works
under you)?

Its the balance of leadership. It helps you earn trust and gain respect. It doesnt make the
subordinate feel like theyre treated poorly. It shows that you care about their ideas and feelings.
Its essential skill to become a good leader.
b. What needs did Oli have in scenario one and what needs did you (Cory)
have?
How could you use those needs to collaborate with him and get him to help you with your
needs?

Oli wanted time to look for an apartment. He wanted take time off from his job to look
for the apartment. Corey wanted Oli to mainly to do the filing for Rosa. Corey also wanted him
to make nortic cards and fix the computer problems.
Corey got all this accomplished by agreeing to Olis needs of coffee break and apartment needs.
Corey and Oli helped each other to come to a solution. By helping each other it made it easy to
understand one anothers feelings. We had use emotional intelligence to get through to Oli.
2. On Motivation:
a.
What is Maslows Hierarchy of Needs, please details all the various needs presented in
this theory? Where does Look for Apartment and Team Coffee Break fit into Maslows
Hierarchy of needs?

Maslows Hierarchy of needs first physiological which are foods, water, sleep,
sex, water, etc. Second is safety needs like security of the body, employment, resources,
morality, health, property needs, etc. Look for apartment can be tied in with safety
needs. Oli needs a place to live. Third is Love/Belonging like friendship, family, and
sexual intimacy. Team coffee break can be tied into this. A coffee break would be great
way to bond with fellow co-workers. Fourth is Esteem like confidence, achievement,
self-esteem, respect for others, and respect by others. The last one is Self Actualization
for example like morality, creativity spontaneity, problem solving, lack prejudice, and
acceptance of facts.
b.

What is motivation and what did you learn about your own and a
subordinates motivation in this simulation?

Our motivation was more work related other than Olis motivation. Oli mostly
just thought about his own needs of finding an apartment and having team bonding on
coffee breaks. We wanted motivate Oli best as we could get all the work done. He was
doing his best to persuade Oli to make the Nortic cards and do the filing.

3. On Transformational Leadership:
a. What is Transformational Leadership? What is charisma? How can you
appear more charismatic in scenario one? Can you use charisma to build trust with Oli?

Transformational leadership is a style of leadership where the leader is charged with

identifying the needed change, creating a vision to guide the change through inspiration, and
executing the change in tandem with committed members of the group. Charisma is when you
compel attractiveness or charm that can inspire devotion in others. So by right clicking in the
green area motivates Oli. You tell him hes doing a great job and it makes feel like we actually
care about what he really thinks. Also by being confident while we address each idea. It makes
Oli feel like we actually know what we are saying. He can find that to be inspiring.
b. What does it feel like when you have tapped into Oils motivation (if you
did not succeed to do what you wanted how does that felt like)?

His tension rises and he feels like hes getting pushed around to talk more about the idea.
Oli will start saying how youre not prepared for this meeting. It makes us feel like were failing
at the task. We like used too much authority to make him talk.
4. On Attitude:
a. What are the three components of attitudes? Is it easy or difficult to
change your attitude about someone or something?

Three components of attitude are represented by abc model. A stands for affective, B
stands for behavioral, and C stands for cognitive. Affective would be the appealing feeling
someone gets from a person or something. Behavioral depends on the different behavioral
patterns someone expresses. Cognition is the mental process of perception.
For us personally the first impression our attitude won't change because we basically just
judge them of their looks or of the small conversation we had. More we get to know the person
or thing our attitude changes.
b. What causes you to form your attitude towards Oli?

At first we all had a bad attitude towards Oli then more we got to know him our
perspective about him changed. We have to show him that we care about his needs. Then in
return he will care about our needs.
5. Reflection:
a. What did you learn in this first scenario?

Shane: I learned that in order to accomplish a task in a team we have to work together and show
that we care about one another. You cant always demand your needs first. Also always make
sure to have good first impression when meeting someone for the first time.
Jeff: I learned that it is important to learn about the people you work with so that you can continue a good
relationship. The only way to get Oli to open up and tell me what he really wanted was to ask him about it
in a positive manner.

Izaac: Simulation One was defined by an extended period of trial and error. The usability of the program
was being assessed and it was clear that there was a relatively high learning curve. Once the program was
understood, the managing of one person became the point of the simulation. Once you began interacting
with Oli you became aware of the how much you can dislike having to work with certain associates. The
simulation made it apparent that you would be working with difficult characters throughout.
Raza: In simulation 1 you were given some topics to talk about, but you couldnt keep talking about your
topics and not Olis. You had to take interest and talk to Oli about what he wanted to talk about too. It
makes you realize in the real world its not always your way, others have some input too. Also its good to
talk about other things than work all the time, it helps you to get to know your coworkers better.
b. What could you have done or have you tried differently across the
various trials you played?

Each time we like changed the route of accomplishing our needs. Like bringing up ideas
in a different order. So it might make it more appealing and persuasive for Oli. Sometimes
leaving out some ideas made the overall meeting more successful. Taking a different approach
gave us different feedback and progress each time.

[SIMULATION TWO]

1. On Conflict:
a. What are task and personal conflicts within the context of work
relationships? Within a work relationships different personalities can clash which
makes it harder to achieve specific tasks. Their personalites can also lead to them having

different opinions on which tasks need to be completed. For instance in the second
simulation Oli felt that people should be able to complain about the company since it is
not doing well. Rosa on the other hand thinks all things are alright and nothing else needs
to be done.
b. In this simulation, what kind of conflict do you perceive in the
situation, Functional and/or Dysfunctional? Explain.
We perceive a
dysfunctional relationship in this situation. Oli and Rosa do not agree on many things at
all. The only way to get them to agree to anything is by being the boss and forcing them
to work together by making both feel their goals are being accomplished. If you dont
constantly bring up new ideas they will both just talk negatively to each other the entire
time.
2. On Conflict:
a. How can a conflict between Oli and Rosa help this situation?
The conflict between the two could be good in regards to helping
find the underlying issue. Both agree that the department is in trouble and needs help,
they just both have different ideas on how to go about it. This is good because if there
was no conflict between the two they probably wouldnt know there was a problem in the
first place. When there is not conflict everyone just assumes everything is working.
b. What kind of conflict exists between Oli and Rosa, Intra-group or
Interpersonal? Discuss. We would say that it is a little bit of both. They
are apart of the same group, so clearly there is conflict between the two of them.
However, it is an interpersonal conflict because the problem is clearly between the two of
them. Both of them just do not like each others personality and ways they approach a
problem. This leads to them disliking each other before even knowing the problems.
3. On Conflict:
a. How do you perceive the conflict between Rosa and Oli to involve you?
We see their conflict to involve us because we are their boss. Any member of our team
that is having a conflict needs to be known by the man in charge. It is his job to help resolve these
conflicts and so we are supposed to use their conflict to find the real problem and get what really
needs to be done finished.
b. How does Will (your boss) and How does the senior management team
seems to play a role in this conflict? Will has basically asked us to fix the office for him.
They are leaving all the conflict for the middle man to solve and letting them stay out of
it. So their role in this conflict is to making you solve all the issues.

4. Reflection:
a. How would you resolve a conflict between 2 subordinates? Take Oli and
Rosa as an example to describe the specific steps you would take.
The first thing I would do is find out what the conflict was about. I would need to know if
it is a personality conflict or just a conflict about different ways to approach things. I can find this out by
figuring out if these two always clash or not. It seems to me that Rosa and Oli are always clashing and
despise each other. In this situation I would probably try to get one of them to a different department. If it

was a conflict of ideas that rarely happens between the two I would probably listen to both sides and see
if i could find a solution that works for both. I would have no problem supporting the idea I felt was the
better one in the end though. Although if that were the case I would probably try to integrate the others
ideas where I can to make both happy.
b. Now lets say you could not intervene to resolve the conflict directly but
you need to coach a mid-manager who is running into a conflict between two
subordinates. What are the steps you would do to coach this mid-manager to increase
his/her conflict resolution skills. Describe your coaching program.
First i would teach them how to put their own feelings aside and to listen to both of their
employees. After that I would tell them to identify what the underlying problem is between the
two. This could be anywhere from a simply clash of personalities to one feeling betrayed by
another outside of work. After identifying the problem I would teach the mid-manager to use his
best judgement to fix the problem and do his best to stay neutral.
c. Explain based on your experience in this simulation scenario, why
conflict resolution is key to productive work behaviors.
From this simulation it is clear that in order to complete tasks, you have to be good at
conflict resolution. I wouldnt have achieved anything I needed done in this simulation if I hadnt worked
the dynamic between Rosa and Oli in order to get them to agree on specific things and put aside their
differences for a bit. Since I was able to make them agree on specific things I was able to in the end get
what I needed done such as raise the retention rate to 65% and discover that the department was in a crisis
that needed to be resolved.
5. Reflection:
a. Comment on your tolerance for conflict and its role in this scenario and
in
your life.
Jeff: I have a high tolerance for conflict. I tend to be the last one to lose my cool in
situations and am able to act rationally most of the time. It helped me get through this scenario
because I was able to not take it too seriously and just enjoy trying to discover their personalities
and the right way to solve the problem. It has helped me in my life because I run a club on
campus and sometimes conflicts arise that I need to solve without losing any members.
Raza: My tolerance to conflict is moderate. At times I could get hot headed, but when it
comes to a scenario such as this simulation I keep my composure. I get along great with everyone
so when a tough situation comes along I could handle it. There were times when dealing with
Rosa and Oli that were tough, but when you take both their sides and support them both it works
out well.
Shane: My tolerance level usually depends upon the situation Im dealing with, but for this type
situation I did keep my cool. Rosa and Oli have two different personalities. It was hard getting
them cooperate but, it had to be done . In my life have been in similar situation when I was the
president of my Youth club at my church. There I had to deal with many different people with
different personalities. It was tough at times but, I always found a way to balance it all out to
come to a solution.
Izaac: The usual disposition that i have is one of conflict tolerance. When there is a conflict i try
to not get emotionally involved, to the point where it may seem that i am not involved at all. My
respose are generally calculated, filtering out what is best for a conflict charged situation. Within
the scenario, i tried to use the biographies given in the pause menu to asses the degree of conflict

that would exist in the meeting. The situation made it impossible to avoid the conflict, but now
you had to mitigate the conflict to the point that it dissolved into collaboration.
b. What can you do to increase your resilience to difficult situations?
One way to increase your resilience to difficult situations is to always remember that the
other person has their own problems and life going on that doesnt involve you. You never know
what that other person you may be mad at is going through at the time and the best way to find
out is to talk to them calmly and attentively. After finding out you may realize your issue with
them isnt that important and you can just shrug it off.
c. What have you learned from discussing Scenario 2 amongst your
teammates? How similar or different your experiences were? We learned to try and focus
the anger not at each other but on something everyone disagrees on. In this scenario it
was automation which no one liked. That lightened the mood a little bit which led to
other things being accomplished. I, Jeff got what needed to be done by involving both Oli
and Rosa and always asking positively what the others ideas were when they stopped
talking. I, Raza listened to what Oli and Rosa both had to say of the topics given, and I
also agreed to their good ideas. I, Shane got the ideas passed by listening carefully what
Rosa and Oi had to say about each topic and coming to solution in positive manner with
both of them. Izaacs perspective tried to address the different personalities of rosa being
more of a stickler towards rules and authority, whereas Oli was had a informal authority
though his youth and education. The whole point was not to create an alliance between
one of the two, but to create a collaborative environment.

[SIMULATION THREE]
1. On Power & Politics:
a. What is power in organizations?

Power within an organization is the distribution of the underlying ability to get

what one wants done. Power is more of an implied attribute that is not as transparent as
ones position within an organization. One may have a higher position within a company
but may actually lack the power that an associate below him may have. Power is not
something that is gained immediately but is something that develops in ones time within

the organization. The benefits of power are that you carry more leverage when it comes
to situations such as negotiations, salaries and raises.
b. Who has the authority in this scenario? Who has power in this scenario?

Herman is the one with the authority. Herman authority is clearly displayed in the
graph showing the hierarchy that is present within the room. Even though Will and
Herman are of different departments, Herman still holds the authority by simple
nomenclature.
Will is whom has the power.Will has power and tries to grow that power within
the meeting. By growing that power he is trying to compensate for his lower authority by
display of his power. The faux authority will turn into a version of informal power and
authority.
c. How is authority different from power? Use this simulation to discuss.

Authority is what is given by the inherent nature of the hierarchy that one is
placed under. In Hermans case he is the auditor and is in the meeting for an undisclosed
reason. His position in observing and reporting (along with the graphical display of the
hierarchy) represents the nature of his authority. This authority is the influence that one
carries with ones job title and is needed in order to complete ones job description.
Power is the underlying influence that one carries informally. This is something
that can be assed rather quickly by whom addresses and brings up certain topics. Will in
this case is very direct in that he knows what he wants and expects to get it with sheer
display of power.
2. On Power & Politics:
1. What are political tactics in organizations?

Political tactics within an organization are power plays or alliances that shift
power within an organization. There is a fine line of what is politically correct and what
is not. By the formation of alliances, which are typically informal, one is able to coalesce
a similar minded group to pull off a individual agenda. This agenda typically is in the
interest of moving one to a higher position. Political tactics is something that will be
present throughout any organization. The fact that we are a capitalist society that rewards
those whom are on to, gives means to have a society that uses political tactics.
2. How does any of the characters use political tactics in this scenario?

Will is clearly exercising some political tactics within the scenario. The alliances
that he attempts to create from meeting with you prior to the meeting is a nod towards his
controlling nature. Within the meeting he attempts to create another alliance with rosa, by
not only recognizing her sales but also suggesting a sales retreat to her favorite customer.
These alliances are a stark contrast to the alienation that is displayed towards Hermann.
Hermann attempts to rebuke the political tactics by sidelining the ideas as a lack of
direction and focus within the meeting. The only thing Hermann has working towards
him is his authority that is now a loosely based form of authority due to Wills political
tactics.
3. How does Will try to control the decision-making agenda? How does that
make you feel?

Will attempts to control the decision-making agenda by addressing you prior to

the meeting about the call center funding. He further secures his position on not talking
about the subject by pushing ideas that support his subsidiaries. Often times when the
power is overwhelmingly on his side, there is a stern pattern of belittlement or simple
lack of acknowledgement towards Herman. As a subsidiary of Will, you have to
indirectly maneuver your ideas through your own subsidiaries. Personally if it were me I
would at my best to push my ideas through a subsidiary, if I werent in the position of
having subsidiaries I would uncomfortably take my bosses heed. I wouldnt speak of the
call center funding in the hopes that I dont hurt my career in any possible way.

3. On Power & Politics:

a. Comment on what you did and any political tactics you used in this
scenario
in order to discuss the Call Center?

The initial tactic (that was unsuccessful) was to push my own agenda after Will
was done giving his ideas in order to usurp Wills attempt to be the power player within
the situation. I hoped that my ideas would prove to rally up both Oli and Rosa to the point
that a majority of the informal power lay in my hands. Almost degrading Will a level in
the hierarchical scale, I hoped that Herman would then be comfortable in pushing his
ideas through.
What did work was even prior to Will giving his ideas, I would push my idea of
cutting expenses to solidify the initial impression that I was not to be subject to any
power plays on wills part. After pushing my idea for a few moments, showing support
from Oli, Rosa, but not Will, I began to give Hermann some appraisal. With Will
seemingly out of the picture I believe that Hermann was able to feel a degree of power to
which he could speak his mind.

b. What would you do if you are confronted by power and politics in your
post graduate job?

Personally I would hope that I would have been able to discover the company
culture and see the degree to which power and politics would play in the everyday
workplace. But if I were in the position of being confronted by power or politics I would
be quick to analyze it and try not to make my acknowledgement of their actions obvious.
I would want to see why I was being subject to displays of power and politics, coming to
the point of action or inaction. If there was a opportunity to use the politics against them I
would take it. I feel that in the competitive marketplace I would not take a risk unless it
was highly calculated. Holding my career at a steady place is much more important than
risking my career to move up at a quicker pace.

4. On Power & Politics:

a. How did it feel to have Will tell you not to discuss the Call Center and
then try to champion his Sales Retreat?

These actions taken by Will clearly depict Wills high sense of ego and control of
the situation. He has clearly taken a approach that deems you as a mere pawn that is used
to his greatest benefit. By sidelining the call center out from any consideration, I felt that
Will was intentionally hurting the company for his own gains, and the inability to change
the situation made me feel rather powerless. By championing the Sales Retreat it became
even more apparent his thirst for power and political prowess.
b. How did it feel to either go against what Will told you or go along what
will told you? How each decision impacted or would impact the bottom line of your
organization?

By initially going along with Will, there grew an acute dislike towards his
management and the person in general. While I was still able to interject a bit, I had some
sense of power, but the clear outlining of what I could and couldnt do did leave a bad
taste in my mouth.
As seen by the diagram, by getting the call center passed, there was a broad
systematic positive outcome from getting it passed. Out of all the other actions that could
be taken, this one had the highest financial output. The simulation being a simulation, the
financial gains can have a short term success with lacking consideration for future
outlooks, I hope that in the real world that the choices taken would address the long term.
5. Reflection:
a. If you could have changed how this meeting starts, what might you have
done prior to this meeting?

Prior to the meeting I would have mentioned to Will that Herman and me had
already had a conversation concerning the call center. By confronting him with the truth
there would be no need to beat around the bush and use subsidiaries to push the idea
through. With this conversation there would be the ability to diffuse tension between Will
and Herman. By having a adult and professional conversation you may be able to work
out why there is conflict between the two and may be able to find opportunities that
would ultimately boost the bottom line of the organization. Another strategy that I would
like to use is to speak to Herman as to exactly why he is there, and would ask if it were
appropriate to relay this information back to Will. This attempt to connect the two may
diffuse some tension using me as the medium to address the stressors that affect the both
of them.
b. What have you learned from discussing Scenario 3 amongst your
teammates? How similar or different your experiences were?

Scenario three having the most variety of people to condensate with along with an
array of hidden agendas, it was by far the most devious and difficult to master. What was
clear to the whole group was that there was a variety of personalities and often times the
personalities were analogous to the power and authority that were being displayed.
What differed throughout the group was how to address the differing levels of
power in order to get the call center through. By addressing the person whom would be
most ostracized from the group, you enable them to divulge information that would have
been otherwise hidden. If you dont address the most alienated person, you only further
their alienation and lose any control of how to direct them towards becoming your asset.
It took awhile for me to understand whom to approach initially, but the group was able to
coalesce the best approach to getting what you want done.

[SIMULATION ONE, TWO, THREE]

1. On the Key Concepts: Define and explain how the 3 core elements of this leadership
training
(Power, Idea, Tension) guide to achieve productive work needed while
avoiding unproductive work. Give examples for each of the core elements based on your
simulation experience.
Power, idea, and tension all needed to be kept at a certain level to have the most productive work
and avoiding unproductivity. Power wise if you used too much authority made the other characters feel
uncomfortable, also you wouldnt want to use too much power against your bosss will and herman. It is
important to let Oli and Rosa talk about their ideas they have for the topics, it gives them the feeling that
their work is being used and they are needed. If the tensions are kept too high it causes negativity and less
productivity, but if you keep the tension in a balance then it causes more creativity and production.

2. On Communication: What is non-verbal communication? Is this relevant in our

interpersonal interaction, why? Can you develop your skill to
understand and
recognize non-verbal communication? Finally, give
some examples of the characters in
SimuLearns non-verbal
communication, and what useful information could you get from
paying attention to it?
Non-verbal communication is crucial in interaction, if you show negativity or disrespect it could
make the other not give more effort or care less. Understanding some non-verbal communication you
need to have some emotional intelligence. Emotional intelligence lets you know how someone is actually
feeling about a certain topic. Some moments in the simulations when the tension was at a high you could
see Olis shoulders rise and Rosa to stand up. This showed they were frustrated about the situation.
3. On Emotions: Which of the following did you feel throughout the program and how that
impacted your thoughts about the program: Anger, Fear, Joy, Sadness, Shame and
Surprise? Please define each emotion and give clear
example when you felt those emotions
or if any other characters in
the simulation would have felt those emotions.
I, Raza felt Joy when in simulation 2 when I got Oli and Rosa to be on one page, because at the
beginning of the simulations both were high in tension and it was interfering with them from working
with one another. In Simulation 3 when the topic of the call center came up from Herman that made me
happy because Corey had great ideas to improve. Will felt scared and ashamed because he did not want to
bring that idea up and throughout the whole meeting Will didnt have much input.
Jeff: Throughout the simulation I had a mix of anger and joy. After the first simulation I was
starting to understand how it all worked and was thinking this would be kind of fun trying to solve the
puzzle each time. However by simulation two i was getting pretty frustrated with how hard it was to get
Oli and Rosa to agree on anything. All they would do is talk negatively to each other and it was almost
impossible to stop that. It required me to speak more and not just bring ideas up but try and force them
through as well. When i finally got it to work right I was in a much better mood and by the third
simulation I knew just what to do.
Shane: I felt joy and bit of surprise while doing the three simulations. It started of easy with the
first simulation then it kinda got harder to control the meetings when more people were involved in them.
Each time I did the simulations over and over it surprised how faster I was getting to the solution. I could
understand each detail more clearly.
Izaac: Within the simulation, particularly simulation three there was a bit of anxiety and fear in
dealing with the characters. The novelty of leading people within an organization that can have substantial
impact on the success of the company, be it financials, customer service, or associate morale. I would
imagine that the associates that i have just been acclimated to, would also have a bit of anxiety in that
they are dealing with someone new within an organization.
4. On Emotional Abilities:
a. What is emotional intelligence/abilities?
Emotional intelligence is the capability of being aware of others emotions. Also how you use
your emotions by controlling them. Emotional intelligence helps in understanding others and how to help
them in certain situations. With the knowledge of emotional intelligence it can help you make better
decisions by understanding the situations at the moment better.
b. How can you use emotional intelligence to better your interaction with
your coworkers?

It can help to understand how they are feeling about certain topics, and this will help you
to respond with the right question. They would start to trust you more and they will be willing to
go the extra mile for you. Emotional intelligence will build a stronger relationship between you
and your coworkers making it easier to work together.
5.
Reflection:
a. How has this simulation program impacted your awareness of using
emotional intelligence/abilities when interacting with others?
This simulation helped to use the right response to people during the meeting. For instance, when
a new topic arises its good to hear others ideas, and if its not a good idea you could disagree and change
their thought to think of something better. Also when someone is tense or angry agreeing with them on
their topics could calm them down.
b. Provide an example based on your personal experience (school or work
related) of how you could have use (or have used) Emotional
Intelligence to improve/better a personal interaction.
I, Raza worked in a group once where majority of the people didnt agree with the leader in the
group. I got together with the everyone that disagreed and got their ideas, then I got the leaders feelings
about how they wanted the presentation to go. Eventually we all collaborated the ideas together and made
a good presentation. There was no more tension between the group members after the project and some of
them became friends.
Jeff: This past semester I worked on a senior design project and had one member of the group that wasnt
as punctual and didnt communicate as much as the other two members of the group. Instead of the three
of us just disliking him I could have taken the time to get to know him better to better understand his
situation and why he tended to do things later. It ended up he was an excellent programmer and
contributed as much if not more than anyone else in the group and I feel as if I could have learned more
about him instead of making judgements as quick as i did.
Shane: Like I mentioned before when I was President of my Churchs Youth group I faced many obstacles
in disagreement with my fellow officers. It always turned out be a big issue when we all didnt agree upon
a topic. I wish couldve gone back and used emotional intelligence dealing with those issues I faced. I feel
like better understanding one another would have helped us come to better outcomes.
Izaac: My personal inclination to conflict is to not become emotionally charged, and try to asses the
situation with the clearest mind possible. When i used to work at bank of america, i remember using this
technique throughout my work experience. Customers would become angry due to various situations, but
by realizing that they are mad at their situation, not at me personally, i can restrain myself from getting
stressed. Most of these situation have been to diffuse anger, but in the future i would want to use these
experiences to create a power within an organization.

[EXTRA-CREDIT (+5 PTS/200PTS)]IF ALL MEMBERS OF YOUR TEAM GET AT LEAST ONE
TIME A SCORE OF 85/100 FOR EACH OF THE 3 SCENARIOS SIMULATION.
[PEER EVALUATION] YOU WILL BE ASKED TO COMPLETE AN ONLINE SURVEY PRIOR
TO THE DUE DATE.
Before the paper due date Tuesday Dec. 16th, you will be asked to complete an online
survey to grade the effort/work ethic of your teammate. That is you will give each of your
teammate a grade between 80-100 (I assume you would give yourself 100). Thus you will
get an average score of the rating from your 2 OTHER teammates, lets say you get 80 as
an average score, this means you would get : (.08)*TEAM PAPER GRADE=YOUR TEAM
GRADE ADJUSTED FOR PEER RATING. If you fail to complete the survey by its due date
this means you are giving 100 as default peer score to each member of your
team.100=PEER PERFORMS TO or ABOVE EXPECTATION; 90=PEER PERFORMED
BELOW EXPECTATION 80= PEER PERFORMED WAY BELOW
EXPECTATION.

[GRADING CATEGORY- TOTAL 200PTS]

PTS

I.

Paper submitted on time (Lose 50 pts per day late)

II.

PTS

Paper presentation/format (up to 10pts may be deducted for poor presentation-hand written
answer are NOT acceptable): cover page included as stated, correct font used, single
spaced, correct margin, all pages were stapled together, answer were written in order
presented with clear label/# and question stated each time before answer, grading
category included sheet included at the end.

PTS

III.

Answer for each question (up to 10pts/question):

a. Complete sentences were used, proper grammar.

b. Length of answer was acceptable (i.e. you will need more than 1 sentence to answer
each question!!!).
c. Each part of the question was answered.
d. Answer was related to the question asked, the correct concepts learned during the
semester were used to answer the question, and the concepts were properly defined.
e. Answer was thoughtfully written, using convincing arguments.
f. Answer included clear examples from your own simulation experience.
Simulation.Q
uestion#
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
2.5
3.1
3.2
3.3
3.4

PTS

3.5
1-3.1
1-3.2
1-3.3
1-3.4
1-3.5
Extra-Credit