dialogue: leader and subordinates
DESCRIPTION
This game was developed for an Insurance Company to contribute to the development of a Management Team after a merger.TRANSCRIPT
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Dialogues: Leader and Subordinates
The leader’s moment of truth is revealed in moments of dialogue.
Dialogue is knowing how to listen and how to speak, the capacityto interact.
True dialogue occurs in the feedback process, face to face .
Dialogues: Leader and Subordinates is a game developed toenable leaders to interact with their collaborators, aiming at thebest company’s interests.
Go ahead and see more details of the product and the methodology.
Can vary over anextensive range
of behaviors.
Dialogue is establishedbetween leaders
and subordinates, eachwith their characteristics.
Leader and subordinateswant to attain results
for the companythrough joint work.
To make the leader/subordinatedialogue efficient. Leader
should understandthe modus operandi best suited
to the profile of the subordinate.
Major difficulties in the business world: leader’s qualification
Styles Scenario Objective Challenge
emaD nd1
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Moments of dialogue To know how to listen andhow to speak - capacity
to interact
Feedback process,face to face
How to provide a good feedback considering three key indicators: motivation,learning, confidence. Which was the leadership style more practiced during
the feedback session?
2 j iOb ect ve
Focus
Truth time Dialogue Truth dialogue
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Practical and stimulating approach:
Coach Paternalist
u ionSol t3This product selected three basic styles that can represent the majority
of leadership profiles.
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Visionary
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u ionSol t3
Dominance Influence Steadiness Conscientiousness
Was also chosen the DISC theory: study based on workplace behaviors, andWilliam Marston´s original work, which identifies 4 behavioral characteristics:
Each one of the subordinates represents one of the DISC behavioral characteristicsHistory of DISC Personality Profile Assessment - Retrieved August 8, 2007
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etho ogyM dol4
BasesLearning Cycle
Action learning as a philosophy:learn by doing (in virtual world)
Reality model:simulators for relevance and
to provide focus
Solitary game:to know the probable
impacts in the collaborators
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Informationand Concepts
Practice
ReflectionCoaching
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4
3 2
1
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Moments of reality Self-reference
Subordinate’sscenario and
profile n oit at neir o
Self-referenceA
ction/reflection
spag dna stluseR
dna sis ongai D
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1
1
2
4
5
3
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Scene and profile ofthe subordinate Action/Reflection
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32
etho ogyM dol4Diagnosis and Orientation Results and Gaps
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5
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4
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Diversity and repetition through fourdifferent scenes and profiles
Discovering reality
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rebme
M maeT
Team Mem
berTeam
Member
re bme
M maeT
Style ofleadershiprevealed
Scenarioand
profile 2
Scenarioand
profile 1
Scenarioand
profile 3
Scenarioand
profile 4
n oit at neir o
Self-referenceA
ction/reflection
spag dna stluseR
dna sis ongai D
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etho ogyM dol4
Discovering reality
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in Benefi sMa
t5
Diagnose the results of his leadership style.Improve the efficiency of his dialogue with subordinates.
Correct, in practice, the main mistakes practiced in a feedback session.
Results Lessons IdeasDiscovering the real
leadership styleA good theoretical base
for a good gameDeveloping leaders in
other processes
Bringing the real closerto the ideal
It is possible to teachbehavior through a game
Evaluating leadersthrough games
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b ut UsA oE-Guru
E-Guru specialize in webbased approaches to businesseducation and business and management skills development.We have invested over seven years into developing custom builtgames and game-based learning technology platformsto ensure that we can create compelling, engaging andeffective learning experiences rapidly and cost effectively.
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