Video: Taxonomy of Serious Games for Business

When Marco Greco decided he wanted to create a collaborative creative of business games, he realized he had one major problem: the taxonomy of serious games for business was unclear. Dr. Greco collaborated with Nicola Baldissin and Fabio Nonino to create a taxonomy that would work for scholars of the business gaming community in their article published in Simulation and Gaming entitled “An Exploratory Taxonomy of Business Games.”

Dr. Greco discussed his paper in a recent interview:

Read “An Exploratory Taxonomy of Business Games” from Simulation and Gaming for free by clicking here. Want to keep up with Simulation and Gaming? Click here to sign up for e-alerts!

Get a Better Understanding of Climate Change Issues Through Simulation

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Global warming and climate change have become hot-button issues in the past few decades. Many disagree on the long-term effects and what needs to be done to correct it, if anything at all. In their article published in Simulation and Gaming, “WORLD CLIMATE: A Role-Play Simulation of Climate Negotiations,” collaborators John Sterman, Travis Franck, Thomas Fiddaman, Andrew Jones, Stephanie McCauley, Philip Rice, Elizabeth Sawin, Lori Siegel and Juliette N. Rooney-Varga suggest that communication issues are to blame and offer up a unique solution in the form of online simulation and role playing programs.

The abstract:

Global negotiations to reduce greenhouse gas (GHG) emissions have so far failed to produce an agreement. Even if negotiations succeeded, however, a binding treaty could not be ratified or implemented in many nations due to inadequate public support for emissions reductions. The scientific consensus on the reality and risks of anthropogenic climate change has never been stronger, yet public S&G_2013_C1.inddsupport for action in many nations remains weak. Policymakers, educators, the media, civic and business leaders, and citizens need tools to understand the dynamics and geopolitical implications of climate change. The WORLD CLIMATE simulation provides an interactive role-play experience through which participants explore these issues using a scientifically sound climate policy simulation model. Participants playing the roles of negotiators from major nations and stakeholders negotiate proposals to reduce GHG emissions. Participants then receive immediate feedback on the implications of their proposals for atmospheric GHG concentrations, global mean surface temperature, sea level rise, and other impacts through the C-ROADS (Climate Rapid Overview and Decision Support) policy simulation model used by negotiators and policymakers. The role-play enables participants to explore the dynamics of the climate and impacts
of proposed policies using a model consistent with the best available peer-reviewed science. WORLD CLIMATE has been used successfully with students, teachers, business executives, and political leaders around the world. Here, we describe protocols for the role-play and the resources available to run it, including C-ROADS and all needed materials, all freely available at climateinteractive.org. We also present evaluations of the impact of WORLD CLIMATE with diverse groups.

Read “WORLD CLIMATE: A Role-Play Simulation of Climate Negotiations” in Simulation and Gaming for free by clicking here.

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Can Mass Atrocities Be Prevented Through Simulation?

Editor’s note: We are pleased to welcome Tucker B. Harding and Mark A. Whitlock, both of Columbia University, whose article “Leveraging Web-Based Environments for Mass Atrocity Prevention” appeared in the Simulation & Gaming February 2013 issue, Symposium: Simulations, games and peace.

pullquoteThe impetus for this research emerged from a common theory to practice conundrum faced by professors teaching a graduate course on the Prevention of Mass Killing at Columbia University.  The authors sought to design a computer based simulation to educate learners on the complexities of preventive action, with a keen focus on the decision making process of various actors ranging from “preventers” to potential perpetrators.

s&gTaking the simulation from the classroom to the field of practice represented our primary case study and the results challenged several of our foundational assumptions regarding the efficacy of early warning.  The African early warning analysts trained with COUNTRY X, and subsequently interviewed, highlighted early warning to early action challenges at their subregional level.

These findings have shaped a new set of research questions exploring the psychology and politics of decision making in crisis situations with a specific interest in forecasting and predictive analytics.  Building on the lessons from this article, our current research examines early warning, big data and advancements in machine learning to better understand the plausibility of risk reduction in preventive action.  This is timely as the phenomenon of big data promises to reshape next-generation conflict prevention mechanisms locally and globally.

Click here to access the article, Leveraging Web-Based Environments for Mass Atrocity Prevention,” in the latest issue of Simulation & Gaming.

harding1Tucker B. Harding is a doctoral candidate in Communication and Education at Columbia University, researching the use of educational simulations for improving different kinds of teaching and learning. He also manages small- and large-scale educational technology projects for Columbia’s Center for New Media Teaching and Learning, a group dedicated to enhancing education through the purposeful use of new media and technology.

MarkWhitlockMark A. Whitlock is an adjunct professor in the Negotiation and Conflict Resolution program at Columbia University. His research and practice interests encompass international relations, political identity, crisis early warning, and the prevention of mass atrocities with an emphasis in Africa and the Middle East. He has designed courses at Columbia and New York University on statebuilding, networks, and preventing mass killing.

Making Change Happen: Part 3 of 4

overcoming_resistance_to_changePart Three: Overcoming the Obstacles

UntitledOrganizational change is a complex process. In working to lead change effectively, managers may face difficult decisions, resistance, or uncertainty about how to move forward.  They must be prepared to learn new skills, face paradoxical choices, work with individual behaviors and attitudes, and meet other challenges that may bar the path to success.

Today, we examine research that tackles some of these key concepts:

JMI_72ppiRGB_powerpointChange efforts can present opportunity on the horns of a dilemma. Larry Peters of Texas Christian University published “The Rhythm of Leading Change: Living With Paradox” in the Journal of Management Inquiry October 2012 issue. From the abstract:

This article focuses on an interesting type of challenge that can fight against effective leadership in large-scale change efforts. The type of challenge the author refers to is a paradox—alternatives that don’t follow from each other, where both alternatives appear necessary, but where choosing one acts to negate the other.

JLOS_72ppiRGB_powerpointEmployees are critical to successful change; their cognitions, perceptions, and attitudes matter. Eric Lamm of San Francisco State University and Judith R. Gordon of Boston College published “Empowerment, Predisposition to Resist Change, and Support for Organizational Change” in the Journal of Leadership & Organizational Studies November 2010 issue. From the abstract:

This article investigates the extent to which empowerment and dispositional characteristics contribute to behavioral support for organizational change. The study is the first to use a comprehensive intrapersonal variable—psychological empowerment—to represent the interaction between an individual and his or her work environment.

JME_72ppiRGB_150pixWFuture business leaders must develop their skills for leading change now. Amy C. Lewis of Drury University and Mark Grosser of EM-Assist, Inc. published “The Change Game: An Experiential Exercise Demonstrating Barriers to Change” in the Journal of Management Education October 2012 issue. From the abstract:

Students may underestimate the difficulty of convincing others to work toward change; the authors developed the Change Game as a tool to help students experience the difficulties of leading change and identify opportunities for skill development in the area of change leadership.

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Real Facts, Real Issues: Role-Play in the Management Classroom

It’s not every management course that has students requesting an exam, explaining that they want to come to class prepared to reap the benefits of the learning experience. Yet that’s exactly what happened in the innovative Climate Change Policy course developed by Melissa Paschall and Rolf Wüstenhagen of the University of St. Gallen, Switzerland.

Dr. Carolyn Egri of Simon Fraser University interviewed the authors about their article, “More Than a Game: Learning About Climate Change Through Role-Play,” published in the August 2012 issue of the Journal of Management Education (JME). Click here to download the podcast, and here to subscribe on iTunes. Also check out this video highlight of the project, a finalist in the global PRME LEADERS+20 Competition.

Melissa Paschall is a doctoral student in Management at the University of St. Gallen in Switzerland, where she helped develop the CEMS Climate Change Role Play.  From November 2010 through March 2012 she was a visiting student at MIT’s Sloan School of Management.  Melissa has consulted companies and non-profits on sustainability issues both independently and as a Senior Consultant at Sustainable Business Strategies.  Her current research focuses on ethical trading relationships and sustainable livelihoods for small farmers.

Dr. Rolf Wüstenhagen is a Director of the Institute for Economy and the Environment (IWÖ-HSG) and holds the Good Energies Chair for Management of Renewable Energies at the University of St. Gallen. He graduated in Management Science and Engineering (TU Berlin) and holds a PhD in Business. In 2005, 2008 and 2011, respectively, he held visiting faculty positions at University of British Columbia (Vancouver), Copenhagen Business School, and National University Singapore. His research focuses on decision making under uncertainty by energy investors, consumers and entrepreneurs. From 2008-2011 he served as a lead author for the Intergovernmental Panel on Climate Change (IPCC) on the Special Report on renewable energy and climate change mitigation. Since 2011, he is a member of the advisory board for the Swiss government’s energy strategy 2050.

Dr. Carolyn Egri, professor of management and organization studies at Simon Fraser University, is a pioneer in research related to corporate environmental and social responsibility – she has been publishing on this topic for more than 15 years, long before it became trendy. “It’s meaningful work,” she says. “Since it’s a relatively new field, it’s very exciting – there’s the opportunity to develop new standards and ideas.” A TD Canada Trust Distinguished Teaching award recipient, Carolyn has been examining corporate environmental social responsibility practices as well as cross-cultural differences in managerial values and influence tactics around the world. Carolyn is a former chair of the Academy of Management’s Organizations and the Natural Environment interest group and has been chair of the Social Sciences and Humanities Research Council’s Research Development Initiatives adjudication committee.

Follow this link to hear more interviews from the Journal of Management Education podcast series. Further information about the journal can be found here.

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