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<title>Chapter 2 Question 2</title>
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<lastBuildDate>Thu, 4 Jun 2026 13:23:06 GMT</lastBuildDate>
<pubDate>Wed, 19 Jul 2017 16:05:43 GMT</pubDate>
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<title>Chapter 2 Question 2</title>
<link>https://www.glacuho.org/forums/posts.aspx?topic=1369563</link>
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<description><![CDATA[<span id="docs-internal-guid-a78cd629-1320-a521-8879-1869c50c9f45"><span style="color: #000000; background-color: transparent;">Looking further into the Segway story, it was noted the product went through several revisions before a prospective customer saw it. Expanding on this, Adam Grant included a footnote quoting Henry Ford. What are your reactions to this quote? In what ways does this apply to the housing profession’s stakeholders?</span></span>]]></description>
<pubDate>Wed, 5 Jul 2017 15:22:10 GMT</pubDate>
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<link>https://www.glacuho.org/forums/posts.aspx?topic=1370013</link>
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<description><![CDATA[I think this relates to the first discussion question for Chapter 1 about “people who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it” (p. 6). We need to look for the challenges and barriers that our students may face, but not "question, challenge, reject, or change". We need to seek out these problems ourselves and offer solutions rather than wait until an "original" finally brings it to our attention. When we find a solution and refine it, then we can offer it to students and assess whether it is successfully meeting a need. I think this could be a positive way to address some of the ongoing barriers students face.]]></description>
<pubDate>Thu, 6 Jul 2017 18:52:08 GMT</pubDate>
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<link>https://www.glacuho.org/forums/posts.aspx?topic=1372757</link>
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<description><![CDATA[Both Segway and Ford built new products that people did not necessarily think they wanted and they certainly did not need them.   Their products needed more testing because if people encountered too many problems with them, they would not sell well at all.  Ford believed that his target market wanted better horses, and did not want automobiles.  That takes a different strategy than something like the newest Apple iPhone, where people stand in line outside the stores in the middle of the night before new releases.   Ford's products had to be excellent, otherwise, people really would not want them at all.<br /><br />In the residence halls, many students really do not want them.  They want apartments.  Our school has a first-year residency program, so they are 'stuck' with us for the first year.  But, if our product is not tested well and does not engage in continuous improvement, students will switch to apartments, as soon as they are able. <br /><br />Something that is not in the reading that may be very relevant to housing is the number of people working on projects and taking feedback seriously.  The Model T had a few people working on it, and they had clear goals of producing an affordable automobile for the masses that would be nimble on the muddy roads of the time.  That is why the Model T has independent suspension.  The infamous colossal failure, the Edsel, had a large committee working on it, they did not have a clear vision for their product (but they had a good imagination of the dollar signs they wanted to make), there was testing but that feedback did not get taken seriously because multiple designers wanted to create what they wanted, and the hype leading to its launch meant that the product went to market before it was ready, with trunks sticking and other malfunctions.   <br /><br />Committee size is often critical to accomplishing goals.  If there are too many people working on something and everybody's ideas get incorporated into a project rather than choosing what might work best and the end result might be messy.<br /><br />Too often I hear stories of students complaining about noise and other people problems on floors leading to them not having good experiences over time because they believe their feedback went ignored.    ]]></description>
<pubDate>Wed, 19 Jul 2017 17:05:43 GMT</pubDate>
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