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Process Dynamics
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  1. Process Dynamics Process Dynamics Process Dynamics Process Dynamics Process Dynamics Process Dynamics Process Dynamics Process Dynamics Design for Purpose Design for process

  2. Computer Business Simulations:Design for Process Learning Jeremy J. S. B. Hall, www.simulations.co.uk jeremyhall@simulations.co.uk

  3. Designing a business simulation is far more than just assembling a series of algorithms into a model. It is also necessary to consider the dynamics of the learning process. I will describe and explore a systems dynamics based learning process model. I will discuss some practical usage problems and issues. And describe ways to overcome these during the design and use of business simulations. Design for process

  4. Information about Me • Long time designer of simulations for management development and business training. • Extensive experience running simulations on training courses • Originally an electrical engineer! Design for process

  5. ACTIVE EXPERIMENT MAKE DECISIONS CONCEPT FORMULATION CONCRETE EXPERIENCE REPLAN SIMULATE REFLECTIVE OBSERVATION ANALYSE RESULTS Experiential Cycle BUT BUT Design for process

  6. The Simulation Industrial Dynamics Servomechanism Objectives Decisions Results LEARNERS MODEL Output Input Difference COMPARATOR SERVOMECHANISM Objectives Decisions Results MANAGEMENT BUSINESS The Feedback Process All progress dynamically over time Design for process

  7. Goal Seeking Servomechanisms attempt to seek to match a position, temperature, speed etc. Equally, Industrial Dynamics seek the best inventory level, etc. And, Business Simulations seek to meet learning goals and business success The Cognitive Dynamic Design for process

  8. Stability But, in an attempt to meet the goal in the shortest time, the servomechanism may be unstable. Similarly, Industrial Dynamics can be unstable. And, for the Business Simulation, emotions are also involved. The Affective Dynamic Design for process

  9. Loop gain Affecting the speed that a servomechanism reaches its goal and its stability are factors like loop gain and frequency response. Likewise for the business simulations, learning effectiveness, speed and engagement are influenced by workload. The Workload Dynamic Design for process

  10. Learning Goal Understanding Current Learning Confusion The Cognitive Dynamic Time Design for process

  11. Engagement Start Time Disengaged The Affection Dynamic Design for process

  12. Workload The Workload Dynamic Time Design for process

  13. Learning Goal Understanding Too Simple Current Learning Time Too Complex Confusion Cognitive Problems Design for process

  14. Manic Engagement Start Disillusioned Time Disengaged Affection Problems Design for process

  15. Too Much Work Workload Too Little Work Workload Problems Time Design for process

  16. Interacting Dynamics Lack of learning is disaffecting Lack of engagement prevents learning Too much or too little work is disaffecting Lack of engagement reduces work Too much work prevents reflection Manic engagement prevents reflection Design for process

  17. Add Issues, Opportunities & Threats Simplify Managing CognitionOver Time Progressively increase difficulty and challenge Design for process

  18. Push Down Push Up Managing Affection In the early stages the simulation can be designed to provide qualitative feedback emphasising strengths. Later, the qualitative feedback moves to emphasising weaknesses. Also, as the simulation progresses, the amount of help and advice reduces. From coaching and cuddling to challenging and critiquing! Design for process

  19. Managing AffectionFeedback Style Besides financial & business results Graphs, Charts, Pictures, Animations, & Sounds. But, beware too much bling and trivialising Design for process

  20. Add Decisions & Results Workload Managing Workload Too Much Work Simplify Add Complexity Too Little Work Time Design for process

  21. Results Objectives Decisions LEARNERS MODEL Proactive Feedback Support Information TUTOR Managed ResponseProactive Tutor based feedback So far the natural responses built into the simulation have managed the dynamics. However, where the simulation is run by a trainer we a further way to manage responses. Design for process

  22. Jeremy J. S. B. Hallwww.simulations.co.ukjeremyhall@simulations.co.uk from knowledge through simulated experience to wisdom Design for process