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Winning Games
April 2007
by Margery Weinstein
Training Magazine
Like any delicate science, there also are the things you need to consider before entering the games and simulations arena. Elizabeth Treher, Ph.D., and co-founder of Washington Crossing, PA-based human resources services and simulation provider The Learning Key, Inc., points out several "no-no's" to consider:
DON'T start work on the simulation without first defining your expectations, including learning goals and agree-upon timelines. "Not doing this," says Treher, "is a recipe for frustration and confusion."
DON'T "begin the effort as an individual's pet project, without organizational commitment," she advises. The simulation needs to be completed even if you leave the company, or join another part of the organization.
DON'T start without a clear "change-control process," meaning be able to make changes to the simulation in development when great ideas come your way, Treher recommends. Establish a process with your vendor to allow for program revisions.
DON'T wait until the "end" for testing and feedback. "Get employees involved at all stages to provide input and feedback," she stresses, "so that suggestions and improvements can be implemented before too much has been designed to make those changes either practical or cost-effective." |
