Harvey's Running Team

This case is the story of a running team with Donny as the team leader, and the narrator is the team member, Harvey. The team’s goal is to run two miles every Monday, Wednesday and Friday at fair pace. The first interesting detail in the introduction is that Donny allowed Harvey to run 1.5 mile instead of 2, and then congratulated him on reaching his own goal, and suggested ways to add more laps slowly to reach the team’s goal of 2 miles. The team is a very informal collection of people. Donny is referred to as the coach, instead of the formally appointed leader of the team. The order of running of each team member is established well.
Harvey made the mistake of sprinting past everyone and finishes his 1.5 miles earlier, and Donny got angry at Harvey publicly. The main reason is that if Harvey had enough strength to sprint that fast then it should have had

Each person individually can track their own distance, pace, and time as well as weights. They can set their own goals, and choose to share which goals with which member of the group. In this team everything is a public matter. Weights, goals, speed, pace, and distance are all known too all team members. They are praised or harshly criticized publicly. Communication is difficult when Donny is angry or wants to teach members the hard way. Being publicly humiliated for weights and performance is not useful to build team member’s confidence.
Nowadays, there are so many new technology that can help improve the ability of runners and coaches. Sensor technology can produce results of a runner’s biomechanics, analyze trends of past performance and even predict the next run or next injury (Spinks 2015). There are also many apps to record and analyze the performance of each run by each runner and by the team as a whole. Data can be gathered to show which members are holding back the team or pushing the