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• W206607382 abstract "The school of knocks doesn't teach much if cause and effect are blurred Collapsing time and space may be the best way to change people's understanding and behavior New software makes it easier to design games Many corporations design major change programs in the pursuit of competitive advantage, only to find them frustratingly difficult to implement. That s because a successful program depends not only on a carefully conceived strategy, but also on a culture that accepts change. No matter how well designed a program or how committed a CEO, transformation efforts are likely to founder unless every individual in an organization is prepared to change his or her behavior. Managers in particular need to develop new skills to help other employees alter ingrained working habits. Unfortunately, change does not come readily to adults. Lectures, training modules, and workshops may lay bare the mechanics of organizational change, but they are unlikely to revolutionize people's work practices. Most of the time, we learn only through experience. But everyday business is seldom conducive to such learning, since delays and the complexity of most companies tend to obscure the link between decisions and their consequences. Under normal conditions, managers are rarely able to see the full effect of their actions. The impact of, say, hiring an extra sales representative may not become apparent for several months - by which time other managerial decisions will have muddled the picture. To make things worse, most managers possess only a limited perspective of their organization as a whole. And since their performance is usually judged on near-term results, they have little incentive to contemplate the long-term outcome of their decisions. In recent years, simulations have gained popularity as a means of overcoming these barriers to learning. A deep body of theoretical literature asserts the power of simulations to change behavior by giving managers the opportunity to experiment, test their assumptions, and learn from their mistakes in a risk-free environment. But the literature has little to say about how the theory can be applied in real corporate situations. In fact, over 60 percent of US corporations have used some sort of simulation. The bad news is that many of these efforts have failed to deliver genuine and lasting change. As a result, simulations are sometimes dismissed as having more entertainment than educational value. All the same, if they are properly designed, they can play a critical role in successful transformations. Designing a simulation A simulation may be run on a computer or played out on a board; in either case, its aim is to show participants how effective their decisions really are. In a good simulation, managers will be able both to see the results of their usual behavior and to experiment with the impact of new working practices. Many of the simulations available on the market are generic and thus of questionable value, since managers will find it hard to learn from games that do not relate to their own business. If the designer of a simulation is not able to forge a clear link with the dynamics of a real company, the players are unlikely to do so either. A successful simulation will be tailor-made for a specific organization. Devising a customized simulation is a costly and time-consuming endeavor. The designer will need an intimate understanding of both the company and its industry in order to assess the fundamental drivers involved. To gain such an understanding, he or she might conduct interviews with senior and middle managers, perform industry analyses such as benchmarking, use economic models like cost curves, and research best practices. Whatever the methods used, a thorough grasp of the industry's past causal relationships is vital. To fine-tune the simulation, the designer must rigorously test its parameters by inputting real-world decisions and checking the accuracy of the simulated outcomes. …" @default.
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• W206607382 date "1996-01-01" @default.
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• W206607382 title "Is Simulation Better Than Experience" @default.
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