Business simulations spark rapid workplace renovations
About 3 years ago, psychologist Lia DiBello surmounted a business challenge that would have stumped Donald Trump. Armed with an unconventional theory of how people learn, DiBello and her colleagues coaxed some key employees at three financially endangered companies to confront their organizational failures and to devise new, successful operations. What's more, these transformations of workplace thinking and culture unfolded in a matter of just months after DiBello's team ran mere 2-day exercises at each site. The National Science Foundation partially underwrote this effort as part of a larger attempt to encourage research on how learning occurs in organizations.
All three outfits in DiBello's project appeared in dire need of rever