Simulated crisis scenarios are frequently cited as effective tools for organisational and individual learning. The issue is raised that simulation exercises may concentrate learning outcomes for exercise designers, facilitators and observers (the consultants).In contrast, learning outcomes for players (the clients) may be more difficult to define or measure. The authors wish to challenge the notion of organisational learning as a package to be delivered fait accompli, and offer a rival argument that the role of consultants is to empower organisations to learn for themselves and continue after the consultants have left. The paper reviews contemporary theories of learning and considers the commercial and ethical questions about the relationship between consultants and the teams targeted for training. ************************* 3 For those wishing to evaluate crisis simulations, it is unlikely that the teams trained will ever be used in the same format to manage a real crisis. Crisis scenarios are for any management structure, unique events that do not fit with an organisation's history, policy or procedures, if they did then they would not be a crisis. The paper will review existing knowledge about learning as applied to simulation environments and consider how crisis simulations can most effectively add value to the learning process.
Individual and Group Learning in Crisis Simulations
Edward4
What is a CrisisCrisis, as a phenomenon may be viewed as amorphous. It can effect individuals, groups and organisations even nations in almost limitless contexts. The term crisis needs to be understood if it is to be effectively treated in a training environment.There is rich literature developing on the theme of crisis, but little consensus as to how the term should be defined or modelled. Often the terms emergency, disaster, catastrophe, civil emergency might be used to mean the same thing (Borodzicz, 1997, Dombrowsky, 1995.In the authors' own research, it was found to be helpful to narrow the view of crisis down to the training requirements of a particular organisation. Typically, the focus would be a particular organisation or system in crisis, requiring a group of individuals, perhaps specialists or experts, but often line managers and subordinates, to come together and manage a critical situation. A useful analogy here might be the Chinese concept of crisis, viewed as a 'turning point', containing an element of both 'danger' and 'opportunity'. Solutions to the crisis are by definition unorthodox, at least for the operational and cultural history of the organisation.It is important for scenario planning to understand 'crisis' as distinct from 'emergencies' and 'disasters'. Emergencies are situations requiring rapid applications of the organisation's existent policies and procedures. Simulated emergencies are, therefore, tests or drills, used to practice or evaluate the behaviour of key personnel in their performance. In this context both the problem and solutions are not problematic.Simulations are of value here ...
