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Creating Interactive and Valuable Simulations
November 2008 - Creative Training Techniques Newsletter
I’ve always struggled with what makes a simulation effective versus just fun, have impact versus too complex. There may not be any “right” answers, but there are perhaps more effective answers. What is of basic importance in creating an effective simulation is the following six criteria:
Convincing
Reasonable
Engaging
Action-oriented
Tantalizing
Embracing
Convincing
The heart of a simulation is an environment similar to reality. Your simulation must have variables just as in life. To accomplish this, your simulation may include executive roles, unit roles and tasks, and facilitator-prompted situations that mimic reality. For example, the facilitator may tell one of the participants in an executive role that the board meeting has been moved up, and they need the report sooner than expected. In the simulation, the executive needs to communicate this to the units, who in turn have to deal with the change.
Reasonable
Simulations need a balance in terms of complexity and ease. The task at hand should be reasonable enough for a group to work on, such as building a tower out of newspaper, not creating a comprehensive procedures manual. Simulations are environments reasonabile. If a group is simulating a nuclear power plant meltdown, it is reasonable for strict procedures to be used and followed. However, if a group is simulating a project management process, it isn’t reasonable for a dictator role to lead the process.
Engaging
Simulations are meant to involve all participants at their comfort level. Do not force someone to be more engaged than they are willing to be. This flexibility will provide a rich forum for debriefing how similar attitudes exist in the work place. Do not assume lack of participation is a lack of engagement. If the simulation is effective, it will engage participants at an emotional level.
Action-oriented
Simulations should require participants to use their cognitive, affective, and kinesthetic faculties. The tasks should require both mental and psychomotor skills to complete. This could be as simple as solving word puzzles or as complex as building bridges made from materials provided. The experience of a simulation is defined by the participants’ actions. So ensure the task makes participants want to do something.
Tantalizing
Simulations should not be transparent at first or perhaps at all. Although it is a good idea to begin a simulation by providing all the constraints and rules of play, it is not necessary to provide them in a way that says nothing is variable. Simulations need to provide flexibility so the simulation materializes as it progresses. There needs to be enough external events [provided by the facilitator] to engage participants’ interest in what will happen next. Simulations should not be so static that participants can guess what will happen.
Embracing
Simulations need to be created with a global mind and spirit. They should embrace all styles of participants, whether in personality preferences and behaviors, gender and age differences, or ethnic or geographical differences. Simulations need to embrace the diversity of the participants each step of the way. When simulations do that, participants will have more opportunities to comfortably express who they are and learn more about themselves then if they are constrained to act a certain way. In the end, a successful simulation provides participants the forum to discuss how the experience is transferred to the workplace. This application is essential since one goal of simulations is to help participants choose effective attitudes and behaviors. Following the CREATE process will ensure your simulations have impact and are interactive, creative and valuable.
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