Cooplexity Institute Training Games Brochure


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Cooplexity Institute Training Games Brochure

  1. 1. Training Games Experiential Learning
  2. 2. ACTION LEARNING SPECIALIST Training Games started in 1995 with the initial objective of developing games and simulations to make training not only a more effective experience but also more entertaining. We still have the capacity to develop new products and to custom-design courses. In little more than one year, we went from creating games that were complementary to training and centred on content (1st generation) to nuclear games centred on interrelationships from where training conclusions are extracted (2nd generation). After two years, our level of technological development allowed us to produce 3rd generation games. These games are open and fundamentally based on simulators, and their evolution depends on the decisions made by the participants. No pattern or rules are followed, not even a decision protocol. There is only the action framework and an objective. Synergy is our supreme exponent, where all learning occurs around the analysis of the evolution and maturity of a group. 1 Synergy is our supreme exponent, where all learning occurs around the analysis of the evolution and maturity of a group. Since the beginning we have specialised in those areas where games and simulation offer better results than other training methods. Soft Skills: Communication, teamwork, shared leadership, creativity and the entrepreneurial spirit are without a doubt competencies that are listed in many dictionaries. However, their development is not about a problem of comprehension, or even about being in agreement. They depend on believing it, and there is nothing better than experiencing it. Systems Thinking: Systems, interrelationships, interdependencies, complexity, uncertainty, are a whole set of concepts linked to the global vision. The models explained through simulations are the ideal way to understand and internalize that perspective of whole. A company with 15 years of experience applying gaming and simulation as experiential learning methodology to the development of systemic competencies. Training Games
  3. 3. The formation of a new team of persons coming from different business areas, and even from other organisations, to take on a far-reaching project resulted in the need to develop a training program that would create a propitious environment for interpersonal knowledge and promote teamwork. But above all, it was necessary to clearly show the challenges and problems that we faced, which is the most novel aspect with respect to a training action. The experience with the Equilibrium Cone was simultaneously gratifying and successful, given that it combined fun aspects (games and simulators) and operational aspects (specific work projects) that satisfied  the  objectives  of  both  cohesion  and  efficiency,  respectively.” Ricardo Alonso Fernández Director of Corporate Banking Global Banking & Markets Banco Santander Group
  4. 4. SIMULATION & GAMING Training Games 2 Participants retain as much as 75% of the information obtained, because they «listen, see, ask and act» Simulation and games, used as learning devices, facilitate the gathering of knowledge in a variety of scientific disciplines, making complex realities easier to understand and combining inter-related focuses. They help understand dynamic contexts and are thus ideal for the acquisition of systematic skills. Experimentation through games and simulation enables knowledge to be integrated and automated and is particularly useful when applied to improving abilities and even in transforming attitudes, something difficult to attain using other methods. The game plays upon the more excitable nature of the participant and uses it as a training tool. The game influences attitudes, improves relationships, encourages cohesion and team spirit and generates link networks among the participants, creating affective bonds between them. The experiential learning cycle of Kurt Z. Lewin Field Theory in Social Sciences. New York: Harper & Row, 1951 The result is a process of learning, motivation and integration, far more efficient than with traditional training methods. For the same reason, play can also be useful, on occasions, in overcoming the self-induced block out produced by the fear that certain training situations bring out in us.
  5. 5. Custom courses Unilever: Selling Out LU: Merchandising Lafarge: Clienting Angelini: Coaching Endesa: Sales techniques Custom simulations Danone: Milk Management Inditex: Shop Management Frigo: Selling Out Generalitat: Entrepreneurship La Caixa: Carterbanc Training Games 3 OUR ESPECIALIZATION Training   Games’   development   model   is   structured   around two dimensions: Efficiency and Cohesion. All research and the standardisation process are directed at delving into our areas of specialisation and at developing the related competencies. The closer we are to the axis of cohesion, the greater the emphasis placed on relational aspects, and therefore the selected methodology is also somewhat more play-oriented. Conversely, when we approach the efficiency axis, training actions become more applicable. The methodology continues to be play-oriented, but on this occasion the topics in question pertain to the company itself and are normally based on real or immediately applicable topics.
  6. 6. I met Ricardo Zamora a few years ago. He presented a teamwork project to us that we were going to love. The truth is that, due to being novel and atypical, I have to confess, when the presentation was over my initial idea was to forget about it. However, we tossed the idea around and decided to send an elite group to take the training. It was a huge success, a total innovation within our training system, and the most wonderful thing is that the team had a good time and acknowledged having learned about subjects as important as communication, teamwork, work systems, etc. Over the last three years, our entire team of managers and middle managers has gone through this training, with excellent results when applying the acquired knowledge in their usual jobs. Antonio Mateo Navarro Director of industrial relations and training Lafarge
  7. 7. Training Games 4 OUR OFFER Collaboration  Cooplexity, Synergy and Synersim: attended seminars oriented to development of a team- working model in the whole organization.  Equilibrium Cone: an analysis workshop on the impediments and weak points of an organisation and an Action Plan Leadership  Lead Wheel: an attended seminar oriented at developing a distributed leadership model.  EMOCOMM: an attended seminar based on theatre techniques, oriented at developing the participant’s  communication  capacity,  emotional   connection and empathy.  Active Leadership y Emotionally Active: atended seminars with the objective of learning the leadership basis and evaluating its importance on the relationship within collaborators. Entrepreneurship  CEO: distance or attended training that uses a simulator to develop our entrepreneurial capacities.  Creativiteam: an attended seminar for learning creative techniques that are applicable to problem solving and team management.  Visual Mapping: an attended seminar for learning the visual maps technique. Systems Thinking  FNER: an attended seminar for developing global vision and the system approach.  AMED and Majomia: distance or attended training that uses simulations to comprehend the mechanisms of trust, commitment, collaboration and balance and their importance in win-win strategies. Sales Tools  5 Negotiation Steps: an attended negotiation seminar that follows five specific phases of analysis for preparing a negotiation, whether it is collaborative or competitive.  Salesmanship: an attended seminar for learning sales management.  Best Practice: a consultation action to identify and specify the best commercial practices of a company.  Selling Out: selling out techniques simulations for mass consumption markets.  Clienting: attended seminar focus on client service. Outdoor Training  Geo Challenge and The 4 Elements: combined, indoor-outdoor activities for developing interrelationships and communication skills.  TV Game: TV show simulator for big groups motivation. MORE THAN 500 COMPANIES HAVE TRIED ONE OF OUR PROGRAMS
  8. 8. Participating in SYNERGY was an intellectual challenge for me due to the different way of facing a known subject. The idea of breaking with schemes and not being anchored in traditional ones is perfectly clear. Learning to dominate my natural leadership in order to adapt it to good teamwork was another good practice. Overall, an intense and very recommendable experience for people who want to learn different methodologies. Jordi Ballesté Chief Executive Officer Angelini Group
  9. 9. Ricardo Zamora is Bachelor of Science in Business and a Masters in Business Management from ESADE, one of the top 10 European and International Business Schools (see at He is Associate in the Advanced Management Program at ESADE Executive Education as well as other School of Business and at some Latin American Universities. He taught directly to global companies from USA to China. He founded his own firm called Training Games in 1995, a training consultancy specialized in Simulation & Gaming, meaning gaming methodologies applied to learning. The creator of simulators such as Salesmanship, Carterbanc and Synergy, as well as games such as Teaching Cards, Fork, The 5 phases of the sale and Linker. Zamora has specialized in the development of systemic competences and applies his programs in large corporations with complex interrelationships. He is the creator of Synergy, an attended seminar that, for two days, submerges the   participants   in   a   situation   of   growing   complexity,   uncertainty   and   change.   Using   the   “behavior   simulator”   developed by Zamora, Synergy covers a dual analysis of complementary aspects –personal and business- when promoting a culture of distributed leadership and teamwork at organizations. Based on the management behaviours showed in Synergy that systematically appears when facing uncertain and complex environments, he has developed Cooplexity (cooperation under complexity), a very robust and academically consistent model. He has published a book of the same name with the results of a 5 years research on the issue. Large and multinational companies such as Dannon, Heineken, Unilever, HP, Arbora & Ausonia (Procter), Lafarge or Santander  Banking  Group  are  some  of  Zamora’s  customers. Training Games 5 RICARDO ZAMORA 15 years of experience on teamwork and collaboration
  10. 10. University Partners ESADE: Management School of Business of Barcelona (Spain) UTD: University of Texas Dallas UAB: Universtat Autónoma de Barcelona Mass Consumption Cobega (Coca Cola Group), Dannon , LU (Dannon Group), Font Vella (Dannon Group), Heineken, Puleva Food, Mahou-San Miguel, Grupo Siro, Bimbo (Sara Lee Bakery Group), Unilever, Frigo (Unilever Group), Nestlé, Arbora & Ausonia (Procter & Gamble Group) Technology Telefónica, Hewlett Packard, Thales Information Systems, Adbraintage, Astra, T-System Pharmaceutics AstraZeneca, BDF - Beiersdorf, Boehringer Ingelheim, Farma-Lepori (Angelini Group), CibaVision (A No- vartis Company), Novartis, Roche Diagnostics, Pfizer, Chefaro , Lilly, Medichem Sector bancario Santander Group, Banco de Sabadell, Deutsche Bank, BBVA, Caixa de Catalunya, La Caixa Construction, Real State Ferrovial-Agroman, Acieroid, Lafarge-Asland, Inmobiliaria Colonial Health Sanitas, Sanitas Residential, Mutua del Carme, Asepeyo Chemicals Kao Corporation, BASF, AKZO Chemicals Utilities REE (Red Eléctrica de España), ENDESA, UNIÓN FENOSA,AGBAR Group Textile, Fashion INDITEX, Dimodes, Nike, Venilia (grupo Solvay) Logístics DHL SPAIN Parque Empresarial La Finca Pº Club Deportivo, 1 - Edif. 15A, 1ª pl. 28223 Pozuelo de Alarcón Madrid (España) T. (+34) 911 887 554 UK Suite 11897, 2nd Floor 145-157 St John Street London EC1V 4PY T. (+44) 203 026 5376 CUSTOMERS