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                                  humentum@gmail.com• 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