In the given scenario many things can be regarded as certain or not certain with different risks and issues being involved (Griffin). Firstly, it is certain that the movie Backyardigans: Halloween Adventure is a live-action version of a famous kid’s TV show that took place in the late 1990s and is the beginning of the adorable characters’ story. However, the studio must have spent a lot of the movie budget on the creation of these characters using the most modern prosthetics and makeup, which formed a pretty huge part of this visually striking film.
Although there is a fair number of issues associated with this decision, the main risk is that of the public’s reaction to the new animation style of the characters. One voice group tends to love the designs and the other simply detests them and demands redesign. How the audience will respond to different reviews will determine whether the film will become successful or fail therefore bringing out the aspect of uncertainty. Likewise, this studio’s goals –whether it is to cater more to nostalgia-driven ticket sales or there is a possibility for spinoffs or sequels from Backyardigans- are still ambiguous.
Taking this step could be risky. A recreation of the characters will multiply the expenses and probably postpone the movie’s release, a risk that might mean the project will miss the deadline and budget allocation. On the other hand, if the decision to be made is to continue with the present designs, then there is the risk of disenchanting a faction of fans, whose dissatisfaction with the movie could be reflected in ticket sales and the film’s life cycle.
On top of that, the decision-making is rather ambiguous (Griffin). Discordant reactions from the admirers and the studio’s unclear choice of goals feed into the uncertainty about the best route to walk ahead. The decision should be regulated carefully, and this considers, the artistic integrity of the film, fan’s expectancy, financial consideration, and also the franchise success.
Decision-Making Model and Rationale
Considering the complexities embedded in this choice, it seems that the Garbage Can Model of decision-making formulated by Cohen, March, and Olsen is the most suitable approach to use. The model holds to the fact that the environments where decisions in organizations are made usually include uncertainty and mess; hence the problems, solutions, participants, and choice alternatives keep shifting (Glynn et al.).
The Garbage Can Model is very useful in this case as it takes into account the fact that there are competing goals, unclear preferences, and a multitude of decision-makers having different levels of willingness and involvement. In the case of Backyardigans: At the center of this Halloween Adventure is an artistic vision competing with fan expectations, financial considerations, and franchise potential, each headed by its decision-makers and stakeholders.
Besides, according to the Garbage Can Model the decisions can be made based on the scheduling and availability of solutions and not on a rational process (Glynn et al.). In this situation, the feasibility and cost of redesigning the characters might do justice to the decision in terms of the release schedule and may open the door for better marketing options.
Steps for Decision-Making
Given the significant uncertainties, risks, and ambiguities surrounding the decision on how to proceed with the character designs for the upcoming film, Backyardigans: Halloween Adventure, the Garbage Can Model of decision-making provides a very suitable process for the analysis of these complicated situations (Glynn et al.). The first step would entail a compilation of all the key organizational charts comprising studio executives, the director, costume designers, the marketing team, and also some vocal groups that support and oppose the current designs. Diversity of their perspectives and ideas will drive the decision-making process in place.
Extensive market research coupled with fan demographic analysis would be followed to quantify the impact of such negativity on ticket sales. This data-driven approach, which depends on the seriousness of the issue, will determine subsequent decisions. On the other hand, a financial evaluation is prepared, encompassing the cost of the redesign, time loss, and marketing modification. The trade-off between the costs and the loss of revenue due to fan backlash would need to be considered.
The decision-making process shall be in line with the Garbage Can Model, which is critically thinking about new solutions apart from just considering a total redesigning or maintaining the current designs. Solutions like slight alterations, casting some parts with computer-generated imagery (CGI) characters, or devising a marketing campaign to settle fan issues could be explored. Besides, the impact of each decision on the long-term plans of the studio for the franchise of the Backyardigans, including sequels or spinoffs, would also be evaluated to make sure that the longevity of the series is sustained.
However, in the final analysis, the interests of the stakeholders, timing issues, and the availability of resources may be what matters the most, which is what the Garbage Can Model proposes. The decision should be made in the process of taking into account the competing interests of artistic integrity, fan satisfaction, the financial aspect, and the studio’s long-term vision, but in the absence of risks and the presence of significant rewards. A built-in property of the Garbage Can Model is iterative and adaptive decision-making that enables the process to be rerun when more data becomes available or conditions change.
By following these steps and embracing the principles of the Garbage Can Model, the decision-making process will account for the ambiguities, uncertainties, and competing interests involved in the Backyardigans: A Halloween Adventure character design predicament. Through this approach, the probability of making an appropriate judgment that satisfies all the stakeholders mitigates the risks, and maximizes the opportunities will be realized.
Works Cited
Glynn, Peter W., et al. “Relining the Garbage Can of Organizational Decision-Making: Modeling the Arrival of Problems and Solutions as Queues.” Industrial and Corporate Change, vol. 29, no. 1, Dec. 2019, pp. 125–42, https://doi.org/10.1093/icc/dtz069.
Griffin, Ricky. MANAGEMENT Fundamentals of 10 TH EDITION. 2022, https://thuvienso.hoasen.edu.vn/bitstream/handle/123456789/13211/Contents.pdf?sequence=1&isAllowed=y
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