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1Challenge the future
Servant Leadership Game© Dr. Igor Mayer [email protected]
Faculty Technology, Policy and Management (TPM) & Signature Games
Delft University of technology, The Netherlands
2Challenge the future
3Challenge the future
SG Research tool (2012 -) Patentometer (2012) Marine Spatial Planning,
(E&I 2011-)CharliePappa(BvB 2011 -)
Achmea Nieuw Zorgbedrijf (2010)
Electricity Market Simulation Game (TU-
Delft )
ProRail games (2010 – 14)
National Intelligence – (Politieac. 2009)
Hugo de Groot (NHM 2008)
Aristoteles, (GHOR, Berenschot, )
SprintCity (Ver. Deltametr. 2009 -) Team-Up (TU-Delft) Hazard Recognition
(Shell)
Construct.IT (3TU) Simulatie APM Terminals CSI the Hague (NFI) Road Roles (TU-Delft) Watergame (Tygron) OM Interfaces (2005) SimPort-MV2 (2004 – 2010)
Patentopolis (2008) Levee Patroller (Deltares, 2006 -) Centrumlijn (Tramtunnel) Sieberdam: railway area
reconstruction (2006)Court Management Game (OM, 2005) Ventum Online (2004 -) Global Supply Chain
Game (GSCG, 2002 - )
Urban Network Game (RPB, 2002) DUBES Containers Adrift Infrastratego IncoDelta game
Servant Leadership
(Rijkswaterstaat, 2012 -)
4Challenge the future
References• Kortmann, R., Bekebrede, G., van Daalen, C. E., Harteveld, C., Mayer, I. S., & van Dierendonck, D. (2012).
Veerkracht - a game for servant-leadership development. In Proceedings of the 43rd annual conference of the
International Simulation and Gaming Association (pp. 1–16).
• Rens Kortmann, van Daalen, C. E., Mayer, I. S., & Bekebrede, G. (2013). Veerkracht 2.0 - Embodied
interactions in a servant-leadership game. In Proceedings of Isaga 2013. Stockholm, Sweden: Springer.
• Mayer, I. S., Bekebrede, G., Harteveld, C., Warmelink, H. J. G., Zhou, Q., van Ruijven, T., … Wenzler, I. (2013).
The research and evaluation of serious games: Toward a comprehensive methodology. British Journal of
Educational Technology, n/a–n/a. doi:10.1111/bjet.12067
• Mayer, I. S., Bekebrede, G., Warmelink, H. J. G., & Zhou, Q. (2013). A Brief Methodology for Researching and
Evaluating Serious Games and Game-Based Learning. In T. M. Connolly, L. Boyle, T. Hainey, G. Baxter, & P.
Moreno-Ger (Eds.), Psychology, Pedagogy and Assessment in Serious Games (in press) (pp. 357–393). IGI
Global. doi:10.4018/978-1-4666-4773-2.ch017
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Veerkracht
Servant Leadership in SMALL WATER STATE
Delivering performance
Triangulation, analytics
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Rijkswaterstaat (RWS)
Executive branch of the Netherlands’ Ministry of Infrastructure and the Environment
•Ec. growth•Resilience, safety
Growing importance of Infra management
• Cut Backs, efficiency operations• Stakeholder pressures: contractors, citizens, (railway, cargo, car owners, environment)• Changing labour market, work force• Restructuring: decentralization > centralization > etc.
Stressors
• Operational performance• Political sensibilities• Strategic course• Organizational transformations
Leadership?
6
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Objective of the game
The game ‘Veerkracht’ (Resilience) aims to let you see and feel how
changes in the organization of Rijkswaterstaat affect (the role of) a
leader and leadership
and vice versa ...
how (servant) leaders / leadership determine the changes in the
organization of Rijkswaterstaat.
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Assignment in the game
• Lead the implementation of the management contract, the
infrastructure agenda and the changes in the Organization of
Small Rijkswaterstaat, as well as possible, in a servant way
and in good interplay with your colleagues.
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At the end of the game…
• …the management contract and infrastructure agenda have been
implemented.
• …the organizational changes have been implemented and the whole
organization is ready to deliver its performance.
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Game contents
• 21 players = management of Klein Waterstaat (Small Water State)
• 1 General manager, 4 Section managers, 16 Operational managers
• Virtual workforce to execute processes and projects
• Facilitators
• Trainers
• Technical support
• Actors
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Game mechanics[1]: Operational performance
Actoren/rollen
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Game mechanics [3]: workload and tasks
Actoren/rollen
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Game mechanics [4]: Coaching virtual employees
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Game mechanics [5]: Virtual employees
Actoren/rollen
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Game mechanics [6]: Recruitment Virtual employees
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Game mechanics[7]: Performance
Actoren/rollen
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Game mechanics [8]:Giving feedback
Actoren/rollen
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Servant leadership
A leadership style in which employees get the space and confidence to systematically improve themselves and work.
Serving leaders are stimulating, ask open questions, give support and responsibility for achieving results.
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General Manager
Servant leadership
Empower-ment
Accounta-bility
Humility
Standing back
Authen-ticity
Courage
Forgive-ness
Steward-ship
Orig
inal ca
rtoon
by R
ob
Portlo
ck
Servant-leader(ship)
Source
: Van D
iere
ndonck a
nd N
uijte
n (2
01
1)
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AnalyticsP
re g
am
e
- Socio demographics
- Leadership experience
- Involvement in change
- Situational motivation
- Commitment to change
- Empowerment
- Perspective taking
- Identification with org.
- Servant leadership
- Attitude to change
- Skill to lead change
In g
am
e - Performance
- Dilemma’s
- Feedback trainers
- Feedback peers
Pos
t gam
e (1
wk)
- Game satisfaction
- Attitude to change
- Skill to lead change
Po
st G
am
e (6
ms)
- Servant leadership
1. Leader about himself2. Three followers about leader
1. Leader about himself2. Leader about the game
(Servant) leadership profiles at: 1. Individual level2. Game, group, team level3. Organizational level
1. Follower about leader
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Servant leadership profile
• In the diagram you will find your score on the eight dimensions of
servant leadership as described by Van Dierendonck and Nuijten in
the Journal of Business and Psychology in 2011. The scores range
from between 1 and 6. Shown are the results of your own self-test,
the results of the questionnaires that your employees have
completed and the average scores of all self-tests of other players in
the game session.
• Van Dierendonck, D., & Nuijten, I. (2011). The Servant Leadership Survey:
Development and Validation of a Multidimensional Measure. Journal of business and
psychology, 26(3), 249–267. doi:10.1007/s10869-010-9194-1