Reflection Analysis: MEGA Business Simulation

2 INTRODUCTION
In February 2016 my team and I partook in the MEGA business simulation, a game in which teams take over different struggling car manufacturers in order to right the ship and compete against each other. The simulation consisted of a set amount of periods which I saw as turns in a game. For each turn we had to make decisions on what to do with your team’s company. These decisions were then put in an excel sheet and the results were often known the next day. The goal of business simulations is to learn while also having fun. The learning part is done by emulating real projects, in this case each team took over the board of a company. According to (Scarbrough, et al., 2003) Projects, and thus by proxy simulations, offer great opportunities to engage in learning and acquiring reflective habits that can be helpful beyond the scope of the project.
While participation alone can be very educational, I also believe that the best insights come from more than just mere participation. This is where reflection comes in. Reflection is considered to be an effective method to improve learning. (Smith & Jack, 2005) found that
According to (Flanagan, 1954) and (Lipu, et al., 2007, pp. 49-61), the critical incident technique allows for collecting and analyzing information about human activities and their significance to the people involved, or in this case, moments that had significance for me and my team; the moments where things went either very well or very poorly. Moments that made us question our strategy or where there was some friction between team members. These critical incidents are taken from my team’s logbook which is located in the appendix. An important thing to mention is that our critical incidents almost always took place after we got the results and not during the decision making process. This is due to the “turn based” nature of the