Cognitive Simulations II: What did I do wrong? Using Scorecards
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Transcript of Cognitive Simulations II: What did I do wrong? Using Scorecards
K E N S P E R OJ U LY 1 5 , 2 0 1 4
I N A SS O C I AT I O N W I T H :
Cognitive Simulations II:What did I do wrong?
Using Scorecards
EXPERIENCE IS THE BEST TEACHER
Today’s Session Outline
1. Review of Cognitive Simulation2. What is a Scorecard and how can it
benefit students3. Scorecard Examples4. QA
WHY USE SIMULATION?Practitioners face
Extreme overlapping challenges
# 1
Why use Simulation?
We have far more data, evidence, and computer models to make decisions today, but that also means we have far more information overload and excessive choice proliferation. The number and complexity of choices seem to be growing beyond our abilities to analyze, synthesize, and make decisions. The acceleration of change reduces the time from recognition of the need to make a decision to completion of all the steps to make the right decision. … Many of the world's decision making processes are inefficient, slow, and ill informed.1
1The Millennium Project, “15 Global Challenges. Facing Humanity,” last modified 2009, http://www.millennium- project.org/millennium/challeng.html.# 2
Why use Simulation?
Experiencing Best Practices Enables Critical Thinking
# 3
Assessment (Evaluation) What & How
Vs.
Development (Resilience) Why & When
“Good judgment is the result of experience.
Good Experience is often the result of bad judgment.”
Why use Simulation?
# 4
Scalability – can reasonably reach many more practitioners
Flexibility – can be played anywhere, anytime, by anyone (inter-professional)
Cost – does not require additional resources (people, space or equipment) beyond a computer or tablet and can be published reasonably
Time – You can simulate short or long scenarios, singly or in
multiples You can capture longer timelines with respect to the
experience of the patient, practitioner or institution
Why use Cognitive Simulation?
# 5
How does Simulation Provide Experience to Improve Decision
Making?
Why use Simulation?
Experience is the
best teacher
Sims provide experience - emotional engagement
Sims expand the evocable experience base, they become part of your experience portfolio/“gut”
Sims encourage a Systems Thinking approach – incorporating Context
Sims consequate Mindlessness and encourage Mindfulness
Sims provides an opportunity for participants to learn from failure, to Fail Forward
Sims enable time acceleration to feel affects of delay
Sims provide a bridge between:Engagement Retention Retrieval
Sims leverage the power of Storytelling
What are some potential applications for Cognitive Simulation?
Palliative care“Death” scenariosHierarchy issues (Power Distance) “What if it were your child…”Handoffs between shifts/floorsInformed ConsentOthers?
Experience Design: Creating Experience
Narrative flow – Power of Story Telling
Choice Options – Encourage Critical Thinking
Consequences – Make it Memorable
Scorecard feedback – Make it realistic / measurable
Narrative feedback – Repetition / memorable
Small Group debriefings and opportunities to share / expand the experience / consequences
Large Group debriefings to establish additional connections with larger initiative and/or subject matter
Why use Simulations (Cont’d)?
Experience Design: Authoring Simulations - Scorecards
“As we sail thru life, don't avoid rough waters, sail
on because calm waters won't make a skillful
sailor.” (Annonymous)
“I’m not afraid of storms, for I’m learning how to
sail my ship.” (Louisa May Alcott)
Given the Uncertainty, is focusing on the Value Skills enough? Decision Making Problem Solving Collaboration Video…
To truly make a difference we need to enable: Making TOUGH decisions Solving DIFFICULT problems When it is not clear with WHOM and HOW to collaborate
Creating Great Thinkers & Leaders/Doers
Defining a Scorecard
What scorecard items will you need? What will signal the problem is fixed? What new behaviors are necessary? What will the impact of these new behaviors be? What will cause these behaviors to change? How / Where will the results be observed? How will you define these scorecard items?
Experience Design: Authoring Simulations - Scorecards
Observable behaviors that
demonstrate/manifest the Learning Objectives
Specific considerations/Effects that Tradeoff of
each other – Critical Thinking
Affected Stakeholders – Ripple Effect (Double)
Time Capturing flow on timeline
Timing of consequences
Time to make a decision
The Cynefin Framework
Snowden, D. J., & Boone, M. E. (2007). A leader's framework for decision making. Harvard Business Review, 85(11), 69-76.
It explores the relationship between man, experience, and context
and proposes new approaches to communication, decision-making, policy-making, and knowledge management in complex social environments.
1. Observable behaviors that demonstrate/manifest the Learning
Objectives
ASAP Competencies & the Simulettes
Letter vs.Aligned Competition SpiritDecision In The Contract Resolving Of The Performance Contingency
ASAP Context Competencies Influence Trust Making Alliance Renegotiation Conflict Agreement Management Planning
Communication Skills Conflict Resolution * Financial Management
Corporate Relationship Management Change Management Project Management Global Thinking Team Management Influencing Others * Time Management Contract Negotiation * Legal Aspects of Alliance Work
Interpersonal Skills * Problem Resolution/Critical Thinking * * Cross Functional Team Management Leadership * Doing Business With Other Cultures *
Legend:Topic touched upon * = Topic represents the core of simulette
ASAP Simulettes
2. Specific considerations/Effects that Tradeoff
of each other – Critical Thinking
Risk Management – Projects Leadership
3. Affected Stakeholders – Ripple Effect (Double)
Experience Design: Scorecards – Ripple Effect
Example: Project Leadership
Focus Motivation Skill Development Buy-in/
Commitment Productivity Innovation Communication
Leadership
Organizational Scorecard Customer
Satisfaction Management
Satisfaction Perceived Product
Quality GANTT Chart
(Scheduling) Budget
Interpersonal and organizational dynamics of projects
Focus on both Team and other Stakeholders
Team Scorecard
4. Time
Capturing flow on timeline (B&N)
Timing of consequences (PLE)
Time to make a decision (Hotel)
The Balanced Scorecard Methodology
Start with the business problem that needs to be addressed – this is the underlying reason driving the need for the training
If we are able to solve this problem, what will I see change or benefit or how does the problem we are trying to fix manifest: From a Financial perspective With respect to my Customers and their Satisfaction With our Internal Management Processes With our ability to Innovate and Grow
Experience Design: Authoring Simulations
1. Establish the Narrative (something that can
be re-used – Anchor Story)a) Clearly define a problem / Target Learning Objective
b) Articulate the desired experience and outcome
c) Timeline and flow
d) Create Measurable Scorecard: Goals and
Boundaries
e) Establish Context: Environment / Storyline / Cast
f) Start with ‘Golden Path’
Experience Design: Authoring Simulations (Cont’d)
2. Articulate and Prioritize Key Learning Objectives
3. Write a Scene from narrative that reflects each of the
selected Learning Objectives
4. Articulate Alternatives/Choices/Feedback
5. Lay out scenes in the flow of the narrative
6. Determine Memorable and Realistic Consequences
7. Add intros and outros
8. Score Choices – Link to Objectives in a Measurable
way
Mindfulness (cont’d)
Learning Objective Characteristics:
stable content evolving content mandatory content discretionary
content fact based skills based minimal amt. of content much content discrete ideas synthesis of ideas conceptually simple conceptually difficult personally focused interpersonal focused individual competencies team competencies explicit implicit values neutral values laden seen the content before new content
Experience Design: The Illusion of Complexity
Limited set of choices
No need to cover every eventuality
Populate the Experience Portfolio
Experience other consequences by playing again
Contact Info:
Ken Spero [email protected]• 25 years of experience with Simulation• Adjunct Faculty at Penn GSE –
Experience Design & Simulation Technology (Penn CLO and MedEd)
Education Management Solutions (EMS) www.SimulationIQ.com