Real-world simulations can be an excellent way to provide training and practise for managers to deal with a variety of workplace challenges, writes Jennie Walker
Management expert Dr Stephen Covey was among the first in the business world to point out that the work environment in our new century is like “permanent white water” – a rapid stream of new information and situations that are constantly evolving and changing. The en vogue term now is VUCA, which stands for volatility, uncertainty, complexity and ambiguity. Managers have long been the first responders in the workplace to challenging situations, but our modern VUCA reality has changed the level of scrutiny and consequence. Regardless of the situation at hand, managers must react quickly and professionally, because they will be held accountable for the outcomes of their response. As HR leaders, we may be charged with ensuring that managers are prepared to respond to a variety of workplace challenges and emergencies.
How HR can help managers prepare
The business world eagerly added “VUCA” to its lingo, because it resonates with so many of us regardless of industry or function. However, the response to VUCA has been one of either compliance or an extra dose of old-school management training in many cases. Organisations who aim to simply avoid legal issues rely on handouts or quick online tutorials. The measure of whether “training” was successful is typically a signed acknowledgement form or a checkmark for participation. Other organisations have responded with an extra class or case study on complex or unpredictable situations. In these sessions, a quality analysis and active participation are usually sufficient proof of preparation. The irony of these organisations adopting the VUCA term is that the term itself came out of the military, where preparation is largely done through real-world simulations with explicit pass/fail measures – not acknowledgement forms or class participation.
Organisations that invest in their managers’ success ensure they can perform when the time comes to address workplace challenges, whether they are resolving a customer service issue or responding to a real emergency. Simulations are an excellent way to provide training and practise, especially for new and developing managers. They allow HR and other organisational leaders to help managers course correct actions and learn new skills and strategies, rather than leaving outcomes to chance through “trial by fire”. Even experienced managers benefit from practising their response to unfamiliar situations.
Simulations do not need to be costly or exceedingly time consuming. The suggestions here can help you design your own. Certainly, managers do not need to simulate every situation they may encounter. It is important to strategically identify and focus on those that have the highest stakes, considering the company, customers, employees and the continued wellbeing and engagement of that manager.
Tips for building real-world simulations
Interview experts on the simulation topic within and outside of your organisation to learn about real-life scenarios and workplace challenges that have happened in the industry. This will provide you with ideas to simulate and help you understand all of the complexities involved. Interviewees may include functional experts, experienced managers and stakeholders.
Also, ask experienced managers and leaders in your organisation to contribute their expertise to the design of the scenarios, especially with understanding both “effective” and “ineffective” responses they have seen or experienced. It is a best practice to modify the scenarios you do use to protect the identity of those involved, and verify with organisational leaders that the scenarios chosen are appropriate for the audience.
If your organisation has funds to invest in the creation of the simulations, you could consider designing a multimedia experience including: video interviews and/or examples; online learning modules; interactive software that allows participants to see the effects of their decisions; professional coaches who provide feedback and coaching; and/or online assessments.
However, If you have limited resources, you can still do an effective simulation by providing basic printed materials including: an overview of the scenario and its relevance to the audience; the overall objective and intended outcomes of the simulation; an overview of specific roles that will be played; evaluation criteria for any assessors or coaches involved; and/or a takeaway job aid for participants with tips on how to be effective in similar situations.
