Serious Gaming: Servant Leadership game

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  • Leadership development: often low learning transfer. To alleviate this problem, we designed the training as an authentic learning environment.Jan Herrington et al. Edith Cowan University, Australia
  • Serious Gaming: Servant Leadership game

    1. 1. Servant Leadership Game © Dr. Igor Mayer i.s.mayer@tudelft.nl Faculty Technology, Policy and Management (TPM) & Signature Games Delft University of technology, The Netherlands Challenge the future 1
    2. 2. Challenge the future 2
    3. 3. SG Research tool (2012 -) Servant Leadership (Rijkswaterstaat, 2012 -) Patentometer (2012) Marine Spatial Planning, (E&I 2011-) CharliePappa (BvB 2011 -) Achmea Nieuw Zorgbedrijf (2010) Electricity Market Simulation Game (TUDelft ) ProRail games (2010 – 14) National Intelligence – (Politieac. 2009) Hugo de Groot (NHM 2008) Aristoteles, (GHOR, Berenschot, ) SprintCity (Ver. Deltametr. 2009 -) Team-Up (TU-Delft) Hazard Recognition (Shell) Construct.IT (3TU) Simulatie APM Terminals CSI the Hague (NFI) Road Roles (TU-Delft) Watergame (Tygron) OM Interfaces (2005) SimPort-MV2 (2004 – 2010) Patentopolis (2008) Levee Patroller (Deltares, 2006 -) Centrumlijn (Tramtunnel) Sieberdam: railway area reconstruction (2006) Court Management Game (OM, 2005) Ventum Online (2004 -) Global Supply Chain Game (GSCG, 2002 - ) Urban Network Game (RPB, 2002) DUBES Containers Adrift Infrastratego IncoDelta Challengegame future the 3
    4. 4. References • Kortmann, R., Bekebrede, G., van Daalen, C. E., Harteveld, C., Mayer, I. S., & van Dierendonck, D. (2012). Veerkracht - a game for servant-leadership development. In Proceedings of the 43rd annual conference of the International Simulation and Gaming Association (pp. 1–16). • Rens Kortmann, van Daalen, C. E., Mayer, I. S., & Bekebrede, G. (2013). Veerkracht 2.0 - Embodied interactions in a servant-leadership game. In Proceedings of Isaga 2013. Stockholm, Sweden: Springer. • Mayer, I. S., Bekebrede, G., Harteveld, C., Warmelink, H. J. G., Zhou, Q., van Ruijven, T., … Wenzler, I. (2013). The research and evaluation of serious games: Toward a comprehensive methodology. British Journal of Educational Technology, n/a–n/a. doi:10.1111/bjet.12067 • Mayer, I. S., Bekebrede, G., Warmelink, H. J. G., & Zhou, Q. (2013). A Brief Methodology for Researching and Evaluating Serious Games and Game-Based Learning. In T. M. Connolly, L. Boyle, T. Hainey, G. Baxter, & P. Moreno-Ger (Eds.), Psychology, Pedagogy and Assessment in Serious Games (in press) (pp. 357–393). IGI Global. doi:10.4018/978-1-4666-4773-2.ch017 Challenge the future 4
    5. 5. Veerkracht Delivering performance Triangulation, analytics Servant Leadership in SMALL WATER STATE Challenge the future 5
    6. 6. Rijkswaterstaat (RWS) Executive branch of the Netherlands’ Ministry of Infrastructure and the Environment Growing importance of Infra management •Ec. growth •Resilience, safety Stressors • • • • Cut Backs, efficiency operations Stakeholder pressures: contractors, citizens, (railway, cargo, car owners, environment) Changing labour market, work force Restructuring: decentralization > centralization > etc. Leadership? • • • • Operational performance Political sensibilities Strategic course Organizational transformations Challenge the future 6 6
    7. 7. Objective of the game The game ‘Veerkracht’ (Resilience) aims to let you see and feel how changes in the organization of Rijkswaterstaat affect (the role of) a leader and leadership and vice versa ... how (servant) leaders / leadership determine the changes in the organization of Rijkswaterstaat. Challenge the future 7
    8. 8. Assignment in the game • Lead the implementation of the management contract, the infrastructure agenda and the changes in the Organization of Small Rijkswaterstaat, as well as possible, in a servant way and in good interplay with your colleagues. Challenge the future 8
    9. 9. At the end of the game… • …the management contract and infrastructure agenda have been implemented. • …the organizational changes have been implemented and the whole organization is ready to deliver its performance. Challenge the future 9
    10. 10. Game contents • 21 players = management of Klein Waterstaat (Small Water State) • 1 General manager, 4 Section managers, 16 Operational managers • Virtual workforce to execute processes and projects • Facilitators • Trainers • Technical support • Actors Challenge the future 10
    11. 11. Game mechanics[1]: Operational performance Actoren/rollen Challenge the future 11
    12. 12. Game mechanics [3]: workload and tasks Actoren/rollen Challenge the future 12
    13. 13. Game mechanics [4]: Coaching virtual employees Challenge the future 13
    14. 14. Game mechanics [5]: Virtual employees Actoren/rollen Challenge the future 14
    15. 15. Game mechanics [6]: Recruitment Virtual employees Challenge the future 15
    16. 16. Game mechanics[7]: Performance Actoren/rollen Challenge the future 16
    17. 17. Game mechanics [8]:Giving feedback Actoren/rollen Challenge the future 17
    18. 18. Servant leadership A leadership style in which employees get the space and confidence to systematically improve themselves and work. Serving leaders are stimulating, ask open questions, give support and responsibility for achieving results. Challenge the future 18
    19. 19. Servant-leader(ship) Empower -ment Stewardship Servant leadership Humility Original cartoon by Rob Portlock Source: Van Dierendonck and Nuijten (2011) Forgiveness Accounta General Manager -bility Standing back Courage Authenticity Challenge the future 19
    20. 20. Analytics (Servant) leadership profiles at: 1. 2. 3. - Performance - Dilemma’s - Feedback trainers - Feedback peers Post game (1 wk) - Socio demographics - Leadership experience - Involvement in change - Situational motivation - Commitment to change - Empowerment - Perspective taking - Identification with org. - Servant leadership - Attitude to change - Skill to lead change 1. 2. Leader about himself Leader about the game Post Game (6 ms) Leader about himself Three followers about leader In game Pre game 1. 2. - Game satisfaction - Attitude to change - Skill to lead change 1. - Servant leadership Follower about leader Individual level Game, group, team level Organizational level Challenge the future 20
    21. 21. Servant leadership profile • In the diagram you will find your score on the eight dimensions of servant leadership as described by Van Dierendonck and Nuijten in the Journal of Business and Psychology in 2011. The scores range from between 1 and 6. Shown are the results of your own self-test, the results of the questionnaires that your employees have completed and the average scores of all self-tests of other players in the game session. • Van Dierendonck, D., & Nuijten, I. (2011). The Servant Leadership Survey: Development and Validation of a Multidimensional Measure. Journal of business and psychology, 26(3), 249–267. doi:10.1007/s10869-010-9194-1 Challenge the future 21

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