Simulation‐based Leadership Development and Team Learning

Abstract

A widespread interest in organizational learning has been precipitated by the need for radical change and strategic renewal in many institutions. “Learning laboratories” or “microworlds” have been proposed as powerful tools for enhancing learning through experience. As costs of technology decline, and software becomes more accessible, the use of customized computer simulations in microworlds will become a feasible option for many management development programmes. Describes a leadership development programme in the telecommunications industry in which a customized microworld computer simulation was used to promote managerial learning, teamwork and co‐operation. Goals of the programme include development of a new paradigm for competition in the industry and a new vision for the organization. A unique feature of the programme was that success of the microworld was measured and systematically evaluated. A significant impact on improved co‐operation, individual and group learning was observed. Discusses characteristics of microworlds and challenges to simulation designers. Finally, presents some guidelines for successful microworld design, together with suggestions for future microworld application.

Use of Video-Feedback, Reflection, and Interactive Analysis to Improve Nurse Leadership Practices

“…24,25 However, simulation, which relies upon general leadership scenarios or past events, may not be as effective in improving leadership performance as video feedback and subsequent reflection on actual events (in situ) that occurred in the midst of the complex work environment. 24,25 However, simulation, which relies upon general leadership scenarios or past events, may not be as effective in improving leadership performance as video feedback and subsequent reflection on actual events (in situ) that occurred in the midst of the complex work environment.…”

Virtual worlds

“…Simulations tend to stimulate motivation and an increased interest to participate. Most role-playing simulations are experiential in nature (Curry & Moutinho, 1992;Drew & Davidson, 1993;Fripp, 1997;Keys & Wolfe, 1990). These experiential simulations provide opportunities for participants to learn leadership processes and observe others leading as well.…”

“…Role-playing simulations also provide rapid performance feedback, which may influence players both in their continuance to participate and how they continue to take part (Drew & Davidson, 1993;Keys & Wolfe, 1990). Participants receiving rapid feedback in leadership processes are able to make meaning from the different leadership experiences they have in a variety of situations.…”

Feedback in Videogame-based Adaptive Training

“…This includes the ability to manage people, negotiate, and give and receive constructive criticisms. Some organizations have begun to apply computer-based adaptive training to interpersonal skills (Bailey, 1990;Drew & Davidson, 1993;Ross, Pollman, Perry, Welty & Jones, 2001;Torney-Purta, 1998). However, to date, the effectiveness of this training has not been established.…”