Serious Play Conference     Serious Games          ForLeader and Team Training         August 23, 2012         © 2012 Deci...
ObjectiveProvide an overview of what I think makes a“good” serious game an effective tool forLeader and Team Training     ...
Overview• Training must be a continues cycle of study, practice and  reflection.• Complex or abstract concepts become tang...
My “Ah-hah” Moment…   CGSC, Spring 1998        © 2012 Decisive-Point, All rights reserved.
“Decisive Action” Exercise - 1998            © 2012 Decisive-Point, All rights reserved.
DA - PE 2 Combined Obstacle Overlay                 © 2012 Decisive-Point, All rights reserved.
DA - PE 1 Combined Obstacle Overlay DA - PE 2 RED Situation                 © 2012 Decisive-Point, All rights reserved.
DA - PE 1 Combined Obstacle Overlay DA - PE 2 BLUE Situation                 © 2012 Decisive-Point, All rights reserved.
“Decisive Action” Exercise - 1998 RED – Student Group 1                                                               BLUE...
Attacker’s Most Likely and Dangerous Courses of Action             BlueG2_ECOA.wmv            BLUE Intelligence Officer   ...
Attacker’s PlanRed_COA_Short.wmv  RED Commander     © 2012 Decisive-Point, All rights reserved.
Results of “First Battle”• Students were very shocked to discover their plans were so  predictable.• During the next 4 bat...
Another REDFOR Group… Play A301History.wmv       © 2012 Decisive-Point, All rights reserved.
How does a person become astrong leader or an effective      team member?          © 2012 Decisive-Point, All rights reser...
Like any skill training, it must be cyclic.                        Study                                                  ...
Where do most leaders andteams expend their efforts?          © 2012 Decisive-Point, All rights reserved.
After all, we have a wealth of experience.                        Study                                                   ...
What is a better model forcontinued growth and success?           © 2012 Decisive-Point, All rights reserved.
Conduct quality practice and allocate more time and  energy for selected study and critical reflection                    ...
Findings• An effective training approach supported by a“good” serious game can dramatically improveleadership and team ski...
Findings• Instructor interaction should take place during theexercise, as needed, to highlight problems, coachbefore conti...
®        Jim Lunsford       President     Decisive-Point   816-584-2882 (Direct)   816-584-2883 (FAX)jim@decisive-point.co...
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"Serious Games for Leader and Team Training" By Jim Lunsford- Serious Play Conference 2012

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Jim Lunsford speaks about "Serious Games for Leader and Team Training" at the 2012 Serious Play Conference

ABSTRACT:
Leadership, like most individual skills, is a combination of art and science. Although the best process to develop strong, adaptive, leaders is a repetitive cycle of selected study, constant practice, and quality reflection, traditional leader education and training relies almost solely on the instruction of science. Carefully designed and developed serious games provide the means for leaders, of all experience levels, to practice key cognitive skills in a dynamic and sometimes stressful environment. When individual reflection is facilitated by an expert coach, the ability of the leaders to better understand the consequences of their actions and why they occurred improves significantly. This process enables leaders to experience the art as well as the science of leadership in the classroom before practicing it for the first time within an organization.

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"Serious Games for Leader and Team Training" By Jim Lunsford- Serious Play Conference 2012

  1. 1. Serious Play Conference Serious Games ForLeader and Team Training August 23, 2012 © 2012 Decisive-Point, All rights reserved.
  2. 2. ObjectiveProvide an overview of what I think makes a“good” serious game an effective tool forLeader and Team Training © 2012 Decisive-Point, All rights reserved.
  3. 3. Overview• Training must be a continues cycle of study, practice and reflection.• Complex or abstract concepts become tangible when using a serious game• Use of the game promotes improved visualization of events with respect to time, space, distance, and capabilities.• Students can experiment and make bold decisions without suffering catastrophic failure.• Experience can be rapidly repeated.• Games can dramatically and effectively link cause and effect. © 2012 Decisive-Point, All rights reserved.
  4. 4. My “Ah-hah” Moment… CGSC, Spring 1998 © 2012 Decisive-Point, All rights reserved.
  5. 5. “Decisive Action” Exercise - 1998 © 2012 Decisive-Point, All rights reserved.
  6. 6. DA - PE 2 Combined Obstacle Overlay © 2012 Decisive-Point, All rights reserved.
  7. 7. DA - PE 1 Combined Obstacle Overlay DA - PE 2 RED Situation © 2012 Decisive-Point, All rights reserved.
  8. 8. DA - PE 1 Combined Obstacle Overlay DA - PE 2 BLUE Situation © 2012 Decisive-Point, All rights reserved.
  9. 9. “Decisive Action” Exercise - 1998 RED – Student Group 1 BLUE – Student Group 2Task: Seize TABRON Task: Defeat the III Red CorpsPurpose: To establish a shorter Purpose: To set the conditionsline of communication for offensive operations Instructions to Both Groups: 1. Both sides will fight using U.S. doctrine 2. 6 hours to plan, 5 hours to “fight”, 1 hour for AAR 3. Before Battle: Quick briefing on estimate of situation and plan © 2012 Decisive-Point, All rights reserved.
  10. 10. Attacker’s Most Likely and Dangerous Courses of Action BlueG2_ECOA.wmv BLUE Intelligence Officer © 2012 Decisive-Point, All rights reserved.
  11. 11. Attacker’s PlanRed_COA_Short.wmv RED Commander © 2012 Decisive-Point, All rights reserved.
  12. 12. Results of “First Battle”• Students were very shocked to discover their plans were so predictable.• During the next 4 battles, they made every effort to out- think their opponent.• I discovered the great learning benefit of fighting “Blue against Blue”.• I realized that I was a mediocre instructor and a mediocre officer within a mediocre system. We were great at process (science of war), but weak at applying the science (art of war).
  13. 13. Another REDFOR Group… Play A301History.wmv © 2012 Decisive-Point, All rights reserved.
  14. 14. How does a person become astrong leader or an effective team member? © 2012 Decisive-Point, All rights reserved.
  15. 15. Like any skill training, it must be cyclic. Study Science Art Reflection Practice © 2012 Decisive-Point, All rights reserved.
  16. 16. Where do most leaders andteams expend their efforts? © 2012 Decisive-Point, All rights reserved.
  17. 17. After all, we have a wealth of experience. Study Science Art Reflection Practice © 2012 Decisive-Point, All rights reserved.
  18. 18. What is a better model forcontinued growth and success? © 2012 Decisive-Point, All rights reserved.
  19. 19. Conduct quality practice and allocate more time and energy for selected study and critical reflection Selected Study Science Critical Quality Art Reflection Practice © 2012 Decisive-Point, All rights reserved.
  20. 20. Findings• An effective training approach supported by a“good” serious game can dramatically improveleadership and team skills.• Time spent learning to play the game is almostalways wasted time!• Use crawl, walk, run, approach to increase trainingperformance.• Emphasize process over outcomes.• The game must rapidly and continuously engage thestudents• Task repetition with additional factors increasinglydifficult situations is critical to success © 2012 Decisive-Point, All rights reserved.
  21. 21. Findings• Instructor interaction should take place during theexercise, as needed, to highlight problems, coachbefore continuing further.• Require students to be responsible for much oftheir learning• Create and inject compelling problems as needed toforce student actions.• Simple videos introduced at the right time cancreate powerful effects.• No matter how good the game, the teacher willmake or break the quality of the learning experience © 2012 Decisive-Point, All rights reserved.
  22. 22. ® Jim Lunsford President Decisive-Point 816-584-2882 (Direct) 816-584-2883 (FAX)jim@decisive-point.comwww.decisive-point.com© 2012 Decisive-Point, All rights reserved.

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