Business Simulation Development Participative 
Great Leadership By Dan
MAY 28, 2019
On the agenda, was a business simulation that was akin to an outdoor scavenger hunt. The participants were divided into small groups and each team was asked to spend a few hours strategizing and developing a plan that would lead to the best and fastest way to find items and “collect” associated winnings.
The Regis Company
FEBRUARY 7, 2019
There are many shiny objects available to corporate development training companies to infuse their programs with from a wide array of technologies (i.e.: It’s actually surprising how few corporate development training programs really challenge their participants to stop and think. badges, leaderboards). Seems obvious, right?
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The Regis Company
AUGUST 17, 2018
This week's compilation by The Regis Company brings together articles focused on the topic of leadership development simulations. We’ve rounded up articles on everything from specific instances when simulations should be considered along with the "good" stress that business simulations bring to bring to its participants.
Harvard Business Review
OCTOBER 14, 2016
Edelman estimates that one in three employees doesn’t trust their employer — despite the fact that billions are spent every year on leadership development. Part of the problem: Our primary method of developing leaders is antithetical to the type of leadership we need. Developing Tomorrow’s Leaders.
Harvard Business Review
JUNE 29, 2018
Developing good relationships is a crucial aspect of leadership. and the rest of the participants were undergraduate students at a UK university who engaged in a business simulation. TommyL/Getty Images. These positive effects have appeared across a wide range of jobs and cultures.
Harvard Business Review
AUGUST 10, 2017
In short, Blue was an exemplar of those institutions that host members temporarily yet promise to transform them permanently, developing the kind of leaders that people want to become and other companies want to hire. And its participants were the kind of accomplished, ambitious, and mobile managers for which companies wage talent wars.
Harvard Business Review
MARCH 12, 2015
If you’ve participated in a training or development program in the past two decades, chances are you took an assessment designed to increase self-awareness. Yet in talent development practice, companies spend millions of dollars and countless hours every year on self-reported assessments that only target self-knowledge.
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