3. You climbed your way to upper management in a company. As a member of the executive board of the company, you are involved deciding the company's path in the next 5 to 10 years. One of your colleagues notes that heavily leveraged companies oftentimes have tremendous profits because they "use other people's money." Another colleague says that is a bad idea because highly-leveraged companies oftentimes go "belly up" during economic downturns. A third colleague suggests the company pursue acquisition of as many robotic devices as possible because "robots never call in sick, they don't have company-funded pension plans or medical insurance, and they are never the subject of workplace lawsuits." A fourth warns that blithely going down the path of full automation is fraught with many financial dangers. A fifth colleague recommends that the company become more willing to layoff workers during times when business is slow and worker efficiency drops because they do not have enough work to keep them constantly busy. A sixth colleague claims that is the worst possible strategy and says it is a sure-fire way of permanently losing uniquely qualified workers and to damage community and regional goodwill towards the company. At this point, your head is spinning. What should you think? What should you say? Perhaps, the best tack to take is to review the pros and cons of each proposal. So, list one favorable and one unfavorable potential result from each of the suggestions above. I do not have an answer book with a list of correct answers for this question, and you will be penalized if you omit one or add one that is not there. Management is not about certainties, but rather, dealing with the uncertainties and discerning what might be the best (or least damaging) path to follow. This is your opportunity to navigate a fast-moving river filled with giant rocks that could cause your boat to tip over