Eagle Racing IMPROVE CROSSCULTURAL COLLABORATION AND CONSCIOUS DESCISION-MAKING
IMPROVE CROSS-CULTURAL COLLABORATION AND CONSCIOUS DESCISION-MAKING Achieving effective collaboration across cultures, business units and geographical sites has never been more demanding. The “Eagle Racing” simulation is a fun and engaging team experience, which addresses this challenge. During the session the participants will experience many of the pitfalls of collaboration themselves – but they will also be provided with valuable tools to work around the challenges and how to improve. The experience also includes room for company specific reflections and assessment of cultural strengths/ weaknesses.
Short intro on youtube (1:59)
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Different themes are addressed and discussed through the simulation e.g.:
Making and managing choices from both the rational and the emotional perspectives Strategic decision making in a high-risk context The challenges of interpreting data and using evidence from various sources Cultural conflicts, ethical issues, rumours and reputation
Over the years, “Eagle Racing” has been played by more than 1,000 managers and students fro a variety of organizations including IKEA; Novartis, Havas, Fiat and the US National Defense University. “Eagle Racing” is developed in close cooperation with professor Albert Ahnghern from INSEAD Business School and it is regularly used as part of MBA and other leadership programs.
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The “Eagle Racing” simulation “Eagle Racing” is an interactive story which confronts the audience with various management dilemmas. Participants follow the key decision-makers for Eagle Racing (a fictitious Racing Company) as they try to sign up a new main sponsor. With certain intervals the audience must choose the course of action, which will decide the future of Eagle Racing. The participants make decisions as individuals as well as in teams. For each dilemma the participants votes individually (before and after discussing) and has to agree a teams. Depending on the participants’ choices the story will end with one of eight possible endings, varying from commercial success to total disaster. The simulation is designed to lure participants into some of the very common pitfalls of collaboration. The experience of failure/imperfection is a trigger to induce some strong learning points and valuable cooperation tools and to fuel discussions and reflections. The debriefing is built around each of the story’s three main dilemmas: Dilemma 1: Which partner to chose? Dilemma 2: Race or don’t race? Dilemma 3: Open attitude – or try to hide problems? The dilemmas of Eagle Racing hold many parallels to real corporate life. But the most important learning experience is to reflect on how decisions are often habitually made and what it takes to make good decisions.
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Learning outcome For individuals: Improved understanding of own habitual tendencies, and inspiration and tools for improving collaboration skills. For groups: A fun and engaging team experience that gives deeper understanding of the pitfalls of collaboration. For organization: Awareness of corporate behavioral patterns and suggestions on initiatives to improve and avoid pitfalls.
Different deployment scenarios “Eagle Racing” is a group experience that can be deployed in both a small and a large group setting: Small group: 12-30 participants meet for 3 hours to a full day. The timing for the feedback sessions is indicative, as it is possible to emphasize different elements and add/ remove specific exercises depending on the pedagogical objectives associated with the simulation. “Eagle Racing” comes with a complete facilitator kit – including detailed instructions and models to be introduced at the session. Each participant also gets a personal workbook. Large group: To complete “Eagle Racing” with a larger group of people (from 30-1,000) interactive technology is recommended. This set up requires a computer for each team – and an individual voting device for each participant. The large group session takes 2-3 hours. Virtual deployment: “Eagle Racing” could also be used as a virtual experience to demonstrate different collaboration and communication technologies. Participants could in example use e-mail (with a courtesy copy to the facilitator) to collaborate on the group decisions. In addition to the traditional collaboration challenges such exercises will illustrate some of the typical pitfalls of decision-making by different medias and make room for learning about a more conscious use of communication technologies.
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The facilitator package The facilitator package targets teachers, company facilitators or consultants to secure a successful deployment and feedback session. The facilitator package consists of: A facilitator guide: The main document and guide for preparing the session. A slide presentation to use at the debriefing session. The presentation includes “notes” that specify what points to make on each slide – the feedback presentation can of course be modified for the specific program or purpose. Different content videos that could be used as an integrated part of the feedback session. A large poster to keep track of the overall decision-making process. A detailed timeline (240 min) to be modified for the specific timing and session. Participants notebook. The notebook contains additional information a couple of forms to keep track of the individual decision-making process, and some voting sheets. The notebook should be printed for each participant before the session. A DVD with the full dilemma videos Get an impression of “Eagle Racing” It’s possible for you or your organization to watch a couple of the “Eagle Racing” dilemmas. If you want to watch these or would like to take a closer look at the facilitator package, please contact Gritt Løschenkohl Fog, glf@wizerize.com, (1) 917488 5115 (US number).
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Bibliography
Kahnemann, Daniel. “Thinking fast and slow”, 2011. Farrar, Straus and Giroux. ISBN 978-0-374-27563-1
Included as appendixes to the facilitator’s package are also two articles about Eagle Racing: “Innovate” article by Albert A. Angehrn and Katrina Maxwell; “Adressing Corporate Collaboration Challenges Through an Online Simulation Game”, 2009.
CNN article by Mark Tutton; “Tackling business problems with online games”. 2009