Brandon Klein Brandon understands that better teams are fundamental to all of our success. As a global thought leader, ushering in the 'Future of Work' revolution, he paves the way using data + design to accelerate the Collaboration Revolution. Brandon is the Co-Founder of the software start-up, Collaboration.Ai and an active member of The Value Web, a non-profit committed to changing the way decisions are made to better impact our world. Mar 21

Simulation / Simulations Exercise

DESCRIPTION:
Simulations are among the best ways possible to have people understand a new idea, process, way of working, or set of tools. People learn by doing; it’s hands-on and experiential. Simulations can also teach complex principles that are hard to grasp otherwise, providing participants with a “feel” for systems dynamics or team-based service groups, for example. A simulation may be limited, for example, to a demonstration of a new or yet-to-be developed software package; or extensive, as in the case of strategy- testing “war games” or simulations of a team work environment and their challenges over several hours. Simulations often take a substantial amount of preparation time, yet may be well worth it.

MISSION:
To provide hands-on experience with something new or foreign. To demonstrate an idea, rather than talk about it. To clarify the “picture” people have of how a new idea, tool, or process would work.

DESIGN CONSIDERATIONS:
Strengths — It’s experiential, thus can “make it real” in a way words cannot. Done right, can be very convincing. Weaknesses — Often requires substantial work to set up: though highly variable, a person-month or two (or three) is not uncommon. Specifications for Success —
1. Look at all the elements you can control to make the simulation more “real” – environment, lighting, props, sounds, types of challenges, communications modes, et cetera. However, realize that you don’t have to build a movie set to make it work.
2. Develop a surplus of options and “content” for your simulation. Be sure if one part doesn’t work as planned, you continue to have good material to employ.
3. If possible, do a “dry run” of the simulation prior to it’s use, to test it and familiarize staff with their roles.
4. Design enough time for participants to debrief; they may not realize what they learned right away unless given time to assess.

 

See other Simulation Examples 

simulation, collaboration exercises

Brandon Klein Brandon understands that better teams are fundamental to all of our success. As a global thought leader, ushering in the 'Future of Work' revolution, he paves the way using data + design to accelerate the Collaboration Revolution. Brandon is the Co-Founder of the software start-up, Collaboration.Ai and an active member of The Value Web, a non-profit committed to changing the way decisions are made to better impact our world.