This game was developed for an Insurance Company to contribute to the development of a Management Team after a merger.

1. Dialogues: Leader and Subordinates
The leader’s moment of truth is revealed in moments of dialogue.
Dialogue is knowing how to listen and how to speak, the capacity
to interact.
True dialogue occurs in the feedback process, face to face .
Dialogues: Leader and Subordinates is a game developed to
enable leaders to interact with their collaborators, aiming at the
best company’s interests.
Go ahead and see more details of the product and the methodology.
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2. Demand
1
Major difficulties in the business world: leader’s qualification
Styles Scenario Objective Challenge
Can vary over an Dialogue is established Leader and subordinates To make the leader/subordinate
extensive range between leaders want to attain results dialogue efficient. Leader
of behaviors. and subordinates, each for the company should understand
with their characteristics. through joint work. the modus operandi best suited
to the profile of the subordinate.
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3. Obje ctive
2 How to provide a good feedback considering three key indicators: motivation,
learning, confidence. Which was the leadership style more practiced during
the feedback session?
Focus
Truth time Dialogue Truth dialogue
Moments of dialogue To know how to listen and Feedback process,
how to speak - capacity face to face
to interact
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4. Solution
3 Practical and stimulating approach:
This product selected three basic styles that can represent the majority
of leadership profiles.
Coach Visionary Paternalist
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5. Solution
3 Was also chosen the DISC theory: study based on workplace behaviors, and
William Marston´s original work, which identifies 4 behavioral characteristics:
Dominance Influence Steadiness Conscientiousness
Each one of the subordinates represents one of the DISC behavioral characteristics
History of DISC Personality Profile Assessment - Retrieved August 8, 2007
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6. hodo logy
4 Met
Learning Cycle
Bases
Action learning as a philosophy: 4 1
learn by doing (in virtual world) Information
Practice
and Concepts
Reality model:
simulators for relevance and
to provide focus
Solitary game: Coaching Reflection
to know the probable 3 2
impacts in the collaborators
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7. hodo logy
4 Met
Moments of reality 1 Self-reference
5 g aps Self
-re 1
nd
a
f er
ts
2 enc
l
Resu
e
Subordinate’s
scenario and
Act
profile
is o n
and
s ti
ion
ta
en
/r
efl
ori no ect
4 Dia
g n io 3
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8. hodo logy
4 Met
Scene and profile of
2 3 Action/Reflection
the subordinate
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9. hodo logy
4 Met
4 Diagnosis and Orientation 5 Results and Gaps
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10. hodo logy
4 Met
Diversity and repetition through four
Discovering reality
different scenes and profiles
ap s Self b er Tea
m
n dg -re em
M
M
a
fer
em
lts
Team
Scenario Scenario
en c
Resu
ber
and and e Style of
profile 1 profile 2
leadership
Scenario Scenario revealed
er
Team
A
b
and and
c tio
i s t io n
em
and
profile 4 profile 3
M
M
n/
s a
em
t
efl
r
en m ber
ori gno ect
io Tea
Dia n
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11. hodo logy
4 Met
Discovering reality
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12. n Be nefits
5 Mai
Diagnose the results of his leadership style.
Improve the efficiency of his dialogue with subordinates.
Correct, in practice, the main mistakes practiced in a feedback session.
Results Lessons Ideas
Discovering the real A good theoretical base Developing leaders in
leadership style for a good game other processes
Bringing the real closer It is possible to teach Evaluating leaders
to the ideal behavior through a game through games
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13. Abou t Us
E-Guru
E-Guru specialize in webbased approaches to business
education and business and management skills development.
We have invested over seven years into developing custom built
games and game-based learning technology platforms
to ensure that we can create compelling, engaging and
effective learning experiences rapidly and cost effectively.
For more information, please visit our website:
www.e-guru.com.br
www.e-guru.com.br Copyright © 2008 E-Guru