Individual and group learning in crisis simulations

Journal of Contingencies and Crisis Management

Volumn 10, Issue 3, 2002, Pages 139-147

  Borodzicz, Edward ^a   Van Haperen, Kees ^b  

^a UNIVERSITY OF SOUTHAMPTON   (United Kingdom)

^b Hi Q Systems Ltd   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

LEARNING;

EID: 0036735970     PISSN: 09660879     EISSN: None     Source Type: Journal    
DOI: 10.1111/1468-5973.00190     Document Type: Article

References (53)

1. Exercise ERMI: Emergency response management simulation
2. Using simulations to 'facilitate' learning within risk situations
3. Defining competencies and establishing team training requirements
4. Using a business simulation in a principles of management course-learning outcomes and perceptions
5. Again and again: Is a disaster what we call "Disaster"? Some conceptual notes on conceptualising the object of disaster sociology
6. Government learning: An overview
7. The game doesn't end with winning
8. As teachers and researchers, where do we go from here?
9. On claims that answer the wrong question
10. Changing course: When governments choose to redirect "Foreign Policy"
11. Conclusion, the multiple pay-offs of crisis simulations
12. Synthetic cultures: Intercultural learning through simulation games
13. Three easy pieces: A taxonomy on gaming
14. Learning processes for crisis management in complex organisations
15. Eight propositions and a proposal
16. The social construction of organisational learning: Conceptual and practical issues in the field
17. From benevolent dictator to constitutional monarch: Simulating a European works council in a U.S. classroom
18. Work-related psychological trauma: Promoting quality of life in high-risk professions
19. Disaster business continuity: Promoting staff capability
20. The impact of disaster exercises on participants
21. Written debriefing: The next vital step in learning with simulations
22. Training transfer: The basis for validating effectiveness
23. Being wise before the event: A training practitioner's view of emergencies
24. From case studies to theory and recommendations: A concluding analysis
25. Team performance and training in complex systems
26. Team performance and training research: Emerging principles
27. Teaching cross cultural management skills
28. Threat rigidity effects in organisational behaviour: A multi-level analysis
29. Crisis and learning: A conceptual balance sheet
30. Conclusion: Learning from crisis experiences
31. Preparing policy makers for crisis management: The role of simulations
32. How to maximise transfer from simulation games through systematic debriefing
33. How I designed a game-and discovered the meaning of life
34. Improving students' self-efficacy in strategic management: Therelative impact of cases and simulations
35. The unique contribution of gaming/simulation: Towards establishment of the discipline