Interactive simulation and crisis management training: new techniques for improving performance
This paper explicitly addresses the issue of training for crisis management. In particular, it advances the use of simulation techniques - with two important new elements: interactiveness (decisions taken by participants during the course of the simulation become part of the reality of the exercise...
| Autor principal: | |
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| Tipo de documento: | Electrónico Artículo |
| Lenguaje: | Inglés |
| Publicado: |
1990
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| En: |
Contemporary crises
Año: 1990, Volumen: 14, Número: 4, Páginas: 381-394 |
| Acceso en línea: |
Volltext (lizenzpflichtig) |
| Verificar disponibilidad: | HBZ Gateway |
| Palabras clave: |
| Sumario: | This paper explicitly addresses the issue of training for crisis management. In particular, it advances the use of simulation techniques - with two important new elements: interactiveness (decisions taken by participants during the course of the simulation become part of the reality of the exercise for all other participants) and stress (the use of different techniques to put participants under a significant amount of pressure, in order to maximize real-life resemblance). The paper describes the steps to be taken in designing and performing two exemplary exercises: one public-sector crisis (Brixton disorders 1981) and one private-sector crisis (Fodens Company coping with market decline).The paper is commented upon by Kauko Sipponen, Director of the Council of Economic Advisors in Finland. |
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| Notas: | Literaturverzeichnis: Seite 394 |
| DOI: | 10.1007/BF00728508 |