Stand Alone This involves running a course that just consists of a simulation lasting a day or more.

• INTEGRATE PREVIOUS LEARNING
• TEST PREVIOUS LEARNING
• SHARE KNOWLEDGE
• CHALLENGE UNDERSTANDING
• REVISE PRIOR LEARNING

Suitable Simulations

• Business Appreciation
  • The Challenge Series
  • Extended Challenges
• Strategic Management
  • Global Operations
  • Technique
  • CISCO
  • Smart
  • INTEX
• Tactical Management
  • A Management Experience
  • UMIX
• Financial Appreciation
  • The Challenge Series
  • Financial Analysis
  • Market Strategy
  • Operations
  • Product Launch
• Operations Management
  • TEAMSKILL
• Operations Appreciation
  • Operations
• Marketing Management
  • Global Operations
  • SMART
• Marketing Appreciation
  • SMART
• Sales Management
  • SMITE
  • Sales Calls
• Sales Negotiation
  • The Negotiation Series

INTEGRATE PREVIOUS LEARNING

By separating training into short, one or two day courses coupled with distance learning and Web-based training (personal development) there is a tendency for each course to address separate knowledge needs. These courses may be seen as separate entities. But management, especially general management, also requires the combination of knowledge.

SHARE KNOWLEDGE

Distance learning and Web-based training can be a lonely activity. If issues are discussed it is with the computer rather than with other executives. To balance this there is a need for executives to get together (on courses, at conferences and using a simulation).

CHALLENGE UNDERSTANDING

In contrast to integrating previous learning the simulation challenges participants' understanding. This means that both the tutor and participants can assess their development needs. This information can be used to decide future development - whether this is general or individual.

REVISE LEARNING

People forget. By running stand-alone simulations at regular intervals participants are reminded of past learning. This is particularly useful in areas that are peripheral to the executive's current job. For instance, an executive from marketing or operations may have attended a financial appreciation course. This, financial, knowledge may not be exercised on the job and therefore will be forgotten.

PRACTICAL ISSUES

• NECESSARY KNOWLEDGE
• ACCOMMODATION

NECESSARY KNOWLEDGE

A power of simulations lies in the way they allow participants to apply their knowledge and experience practically. This builds understanding and integrates knowledge. On a business course the course tutor has a view of this knowledge base. But, where a simulation is used as a "stand alone" session the tutor has no prior knowledge of participants' knowledge and experience. He must attempt to assess this based on the participants' previous course attendance, managerial position and the organisation they work for. If a third party (personnel officer, training manager or training consultant) provides this information the skills and experience of participants may be overstated!

ACCOMMODATION

Accommodation may be a problem. The simulation may be run in a hotel or even in company offices. Syndicate rooms in hotels usually range from poor to totally unsuitable (this is especially true if they are converted bedrooms). They may be too small, with inadequate lighting, no provision for displaying information on the walls and geographically spread in the corners of the hotel. In-company offices often suffer from the same problems. Additionally, telephone calls (both received and made) can disrupt the process.

Most recent update: 06/09/08
Hall Marketing, Studio 11, Colman's Wharf, 45 Morris Road, London E14 6PA, ENGLAND
Phone & Fax +44 (0)20 7537 2982 E-mail jeremyhall@simulations.co.uk