Why Playing Games is Serious Business: Developing Decision-Making Skills in the Corporate Environment

You may think that games are just for kids, but think again. Playing games is a serious business, and it can actually help you develop crucial decision-making skills in the corporate environment. From ancient times to the present day, games and play have been used to help people learn, practice, and refine their decision-making abilities.

Johan Huizinga, a Dutch historian and philosopher, argued that play is a fundamental aspect of human behavior that drives the development of language, art, and society itself. So, if you want to be a better decision-maker, you need to start playing more. It's that simple.

?But don't just take our word for it. In 1997, Anthropologist Brian Sutton-Smith gave an important push to this field of study. In “The Ambiguity of Play” he mainly explains that play is a natural part of human behavior and an essential element of socialization, helping individuals learn the rules and norms of their society. In other words, playing games is not just fun – it's a way to learn and grow.

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During the first decade of this century, important studies in the field of learning psychology have shown that play-based learning can be highly effective for developing cognitive and decision-making skills. In fact, researchers at the Harvard Graduate School of Education have found that play-based learning allows individuals to learn in a more engaging and interactive way, which can help them better retain information and develop problem-solving skills. So, if you're serious about becoming a better decision-maker, it's time to start playing.

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In the corporate environment, games and simulations can be used to help employees develop and refine their decision-making abilities in a safe and controlled setting. By playing games and simulations, employees can learn to identify patterns, analyze data, and make informed decisions based on a variety of factors. This can be especially valuable in industries from finance to engineering and construction, where quick and accurate decision-making is essential for success. A lot of what we do at Game Changer is related to providing that more complex conscience about the business ecosystem to everyone who plays during our workshops.

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One example of a game that we use to develop decision-making skills in the corporate environment is The Ethical Lab. In these simulations, participants take on the role of business directors and are tasked with making strategic decisions that will affect the success of their company and its integrity. By simulating real-world scenarios, where decisions come to be extremely hard to make, employees can practice making decisions in a low-risk environment and learn from their mistakes.

?In conclusion, if you want to become a better decision-maker, don't take yourself too seriously. Instead, start playing games and having fun. Johan Huizinga and Brian Sutton-Smith would be proud. As our understanding of human psychology and behavior continues to grow, we can expect to see even more sophisticated and effective games and simulations used to help develop decision-making skills in the workplace. So, let's play!

?Huizinga, J. (1955). Homo Ludens: A Study of the Play Element in Culture. Boston: Beacon Press.

?Sutton-Smith, B. (1997). The Ambiguity of Play. Cambridge, MA: Harvard University Press.

?Edelson, D.C., Gordin, D.N., & Pea, R.D. (1999). Addressing the challenges of inquiry-based learning through technology and curriculum design. The Journal of the Learning Sciences, 8(3-4), 391-450.