Student Workbook

vLeader Professional Workbook
An Interpersonal Skills Simulator Designed to Encourage Exploration, Reflection and Deliberate Thought in the areas of Leadership, Influence and Persuasion.
vLeader Workbook - Page 1
To Be Completed Before Class Discussion One
Complete the following Self Assessment

You can use non-business situations just as valuably as those with a business context. At this time, only answer the question of how often you find yourself performing that behavior in the Pre column. Use the following scale of 1-7.
1 Never
1
4
Sometimes
Questions
6
Pre
7
Always
Post
How often do you find yourself focused on your agenda rather than that of others? How often should you be focused on your agenda rather than that of others?
How often do you look for ways to praise others? How often should you look for ways to praise others?
How often do you specifically try to access new ideas and thoughts from others? How often should you specifically try to access new ideas and thoughts from others?
How often do you look for the signs of buy-in to a new initiative? How often should you look for the signs of buy-in to a new initiative?
How often do you discuss differences of opinion openly? How often should you discuss differences of opinion openly?
How often do you express your thoughts assertively? How often should you express your thoughts assertively?
How often do you direct others towards goal directed work? How often should you direct others towards goal directed work?
How often do you display stubbornness or inflexibility? How often should you display stubbornness or inflexibility?
How often do you remain calm when presented with different points of view? How often should you remain calm when presented with different points of view?
10
How often do you advance the attitude of dealing with others as equals? How often should you advance the attitude of dealing with others as equals? DO NOT SKIP THIS ACTIVITY.
How things Get Done
Between communication and the results we achieve is an invisible social system. This system is very complex and your emotional intelligence (EQ) guides you. Your EQ allows you, through intuition, to not think about this social system. The goal of this program is to get you to think more about the social system to further develop your EQ.
A higher emotional intelligence is associated with your ability to handle your automatic response (putting your own emotions aside or knowingly using them) and to use your understanding of other peoples emotions to achieve better results. IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF WHAT A MORE EMOTIONAL INTELLIGENT INDIVIDUAL WOULD DO. DISCUSS YOUR THOUGHTS WITH YOUR INSTRCUTOR OR COACH@SIMULEARN.NET
Pre-Work
How to use this Workbook

Where ever you see a checkbox , complete the activity and check it off Wherever you see this icon, write down your thoughts and emotions as you use vLeader Wherever you see this icon, make sure you have emailed your coach with real world reflections Use the workbook as a guide to efficiently use your time and optimize your learning. The help icon will give you tips to accomplishing your goal. Bring this workbook to your class discussions
Schedule Your Time

The time commitment is a minimum of 15 hours. You will have at least five hours of formal facilitation and/or group discussion, and at least ten hours of self-paced practice time in the vLeader simulator. Schedule out the time when you plan to do this work and remember the following: This is a commitment to yourself and those who benefit from your development Not completing the work IS one of the negative behaviors we are dealing with Plan to do a little at a time, give real life a chance to get in the way If you are having any difficulty in scheduling, please contact coach@simulearn.net Using this workbook is an important way for you to reflect upon what you are doing. For anybody taking this course for credit or a certificate of completion, you must complete this workbook. This learning is not designed to be incremental; if you are unsure what you are learning, ask your instructor or coach@simulearn.net.
Selfpaced Introduction
Windows PC users: Download the SimuLearn Scenario Launcher via your student page OS X Intel-based Mac Users: Download the SimuLearn Scenario Launcher via your student page
Install the SimuLearn Scenario Launcher

Make sure your computer meets the following requirements: Windows XP, Vista or 7 Or Intel-based Mac OS Leopard (10.5.x), Snow Leopard (10.6.x) or Lion (10.7) 16MB Graphics Card or better 1GB free hard drive space Sound Card (Speakers and/or headphones) Internet connection (for scores and data to be uploaded) Having downloaded the program install by double clicking and following on screen prompts or instructions provided to you for installation. Use defaults unless you are an expert computer user. Need technical help? Go to: http://www.simulearn.net/hesk20 and submit a trouble ticket and browse the knowledgebase The above link is the fastest way to receive support Its helpful for you and others if you use headphones.
Interface and Practice Sessions

When you start the program, you will see a Login Screen Select the Start Here Button and enter all the user registration information requested then select OK (create your own password)
Write down your password here :

Enter the password you created (case sensitive) and select Login You will see a list of available exercises and scenarios, use Learning the Principles Exercise One: Try Doing Work Play each scenario up to two times. Check each off if you get a Congratulations message Complete Practice Session One (Try Doing Work) Select and Complete Practice Session Two (Try Lowering Tension) Select and Complete Practice Session Three (Try Moderating Tension)
Select and Complete Practice Session Four (Gaining and Sharing Power)
These exercises will familiarize you with the communication framework Have these prompted any new thoughts? Write them here:
The closed captions tell you who is speaking, whether the comment is towards a person or an idea, and the intent (positive, negative or neutral) as well as what is being said.
Tip: Click on Pause to stop the simulation at any time.
Is the Game Going Too Quickly?

Typical Reasons
You are reading all of the closed captions and then making your decision how to communicate try to use how long the quote being said will take so you can decide how long you have to decide. Make sure you decide before the character who is speaking finishes. The most important thing to pay attention to is who is speaking to who or about what and in what way (positive, negative or neutral) You arent using the Pause button the pause button in the top right hand corner can give you time to think, at least initially.
You arent sure what the intent of the statement are (positive/negative/neutral), use the game (pictured above) to help you get used to thinking this way (a very useful life skill). Access the game at: http://www.simulearn.net/opiniongame/miniGame01.swf You think you are clicking on the communication bar but in fact are clicking on the idea container, or you are clicking on the red and green arrows that appear to the left or right of the communication bar Your uncertainty of what you are supposed to do is preventing you from knowing where or when to click. This is the purpose of the game, to get you thinking about things in the right order which may initially feel unintuitive.
A Communication Framework
Lets start by looking at how we communicate. In the real world there are many ways to express ourselves and we have a lot of the control (higher EQ means more control). Communication can always be represented as a level of support or opposition towards people and ideas. Leadership involves the skill of knowing how and when to communicate in order to get the best results.
Idea
Oppose (Red click)
Support (Green click)
Oppose (Red click)
Support (Green click)
Look at the following quotations and circle the area on either the personal or idea communication bar which best describes the opinion used. Personal Idea
Keep going youre on a roll
You dont seem to be prepared for this meeting
I really like that idea
What else are you thinking?
Id like to know more about that
I dont think we should do that
How could this pragmatic way of thinking about communication help you in real life?
Reflection
In your real world, when have you red-clicked a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?
In your real world, when have you green-clicked a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?
In your real world, when have you red-clicked an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?
In your real world, when have you green-clicked an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?
In your real world, when have you chosen to be silent in the last week? Why? What was the impact on your power (influence and popularity), tension, ideas and work?
The dialog in vLeader may not be realistic for your style of communication. It is meant to focus you on the fact that how you communicate impacts a social system which impacts what results we get. Practice exploring and using this framework to develop experience rapidly.
How Things Get Done
Be ready to discuss these in your class discussion: Where do you click to gain influence? To Use Influence?
Where do you click to increase tension? To decrease tension?
Where do you click to improve peoples opinion of you?
oppose
support
Where do you click to generate new ideas?
Why should you sometimes be silent?
Why do you need power (formal and informal)?
Idea
Why do you need to adjust tension?
Why do you need ideas?
oppose
support
Scenario One (OneonOne)

From the Main menu click on Applying the Principles> Scenario One: One-on-one Select the Explore mode Do not yet select Resume to begin the Scenario While the simulation is paused, click on Oli (the character in front of you) and each idea to see more information. Try to think about what the information you have seen means in terms of the situation. The first time you play the scenario, just do the best that you know how. Dont worry too much about whether you do well or not, think more about what is happening. Be a good observer of interpersonal dynamics. In time we will get you to think about what you need to get done, how to plan your approach and make sure you execute that effectively. You will be able to use several theories in this scenario: LMX Theory Path-Goal Theory Situational Theory Needs Theory Motivation Theory This scenario will challenge your ability to:
Communicate and actively listen

Make decisions aligned with business objectives Build rapport Foster creativity Be patient and strategic Upon completion, remain on the Leadership Score Screen 1 (do not press the space bar yet)
Scenario One Results

When you have completed Scenario One, you will be taken to the results screens. Do not hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 Leadership Style. Answer the questions below Given the total number of dialog turns, was your scenario short or long? Check the length of your play below: Short Scenario (less than 40 turns) Medium Scenario (40 to 60 turns) Long Scenario (greater than 60 turns) Given the % of your dialog turns for Scenario One, were you passive, active, or dominating? Check your style below: Passive/Delegating (less than 30%) Active/Participative (30% to 65%) Dominating/Directive ( greater than 65%) What do you think these two scores convey about your leadership style during this play? To help self-diagnose your performance after each scenario and to better understand the feedback screens, view http://www.simulearn.net/metrics.html
Non-Verbal Communication In vLeader

Body language speaks volumes for how the virtual characters feel about an idea or another person. Use this table as a guide to the gestures displayed. Tense Neutral Relaxed Click pen quickly Examine pen Rest chin in one hand Strum fingers rapidly Look at finger-nails Tension-Driven Pick up cup Cough several times Slump in seat Gestures Stroke chin Squirm in chair Yawn, Stretch Opinion-Driven Gestures Oppose Shake head Exhale deeply Walk behind chair Bang fist on table Neutral Shrug Drink coffee Scratch nose Support Smile broadly Take notes Lean forward to listen Nod in agreement
What challenging or negative behaviors did you see in this scenario and how did you deal with them?
Describe a leadership challenge or team performance issue working with people in the real-world. Describe it in terms of people, ideas, opinions and impact on the business results (financial performance, customer satisfaction, employee morale). If possible comment on where the personal influence lies, the groups opinion of you, and the tension level of each person.
Do you know anyone like Oli in your workplace? What motivates or de-motivates this type of person? What can you try differently when interacting with your real-world Oli? How can you lower tension, build rapport, increase your influence in this type of situation? Have you ever felt like Oli? How could you have changed your own behavior ?
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Learning_the_Principles_Quiz.html What Kind of Leadership Style Did You Use in Scenario One?
Directing You spoke most of the time The scenario was short You did most of the work on every idea You tightly controlled the conversation Participating Delegating You spoke far less often than Oli The scenario was long You did some of the work on some ideas Oli seemed in control of the ideas
You spoke about half of the time
Things to discuss in class

You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class. Cognitive Level Questions What modes of communication are used in vLeader? When you click on a communication bar are you the sender or the receiver?
When your character speaks what interpretation does the other character have?
Affective Level Questions How do you think you receive the communications from Oli Newman? What do you feel affects this? How does Olis non-verbal communication align with his statements, what else do you perceive? How does the setting impact the communication process? How does time and when Oli wants to finish this conversation impact his communication to you as the receiver? How would knowing Oli Newman better help you as a sender? What can you do in vLeader to find out more about Oli? How would knowing Oli Newman better help you as a receiver? Application Level Questions What kind of communication network is scenario one? How would you primarily categorize the communications which go on in this conversation? Functional or dysfunctional? Explain. How is hearing different to listening? Give an example in One-on-one scenario with Oli Newman. How do you actively listen to Oli about the Do Filing Today idea, Look for Apartment? Or Team Coffee Break? Where do you click? How can you look at turn-based dialog in vLeader and use it to assess the use of email, voice-mail and SMS messages?
Class Discussion One

Communication and Leadership
Write down one or two questions or thoughts you might have here:
To Be Completed Before Class Discussion Two
Rules for Scenario One: One-on-one

vLeader has rules; use the most effective and ethical methods to get the best possible business results. To understand an ideas value to an organization, you can look at its impact on the three stakeholders of the business the shareholder, the customer and the employee. Satisfying these three equally tends to lead to well balanced, successful organizations. This table has been completed but subsequent scenarios will require your input. Values typically occur in ranges of -25 (negative impact) to +25 (positive impact). Scoring above 90% is HARD. If you can predictably score above 90% then you have satisfied the demands of the situation very well.
Pass these ideas because they have a very strong Idea Net Value
Consider passing Look for Apartment because of the effect on the balanced scorecard Do not pass this idea because it will pre-empt strong ideas like Get Nortic Cards and Computer Set Up
Get Nortic Cards Computer Set Up
Do Filing Today
Team Coffee Break
Look for Apartment
Finish Meeting
Financial Performance Customer Satisfaction Employee Morale
+20
+25
-15
-10
+25
+20
+10
+5
-5
-5
-5
+5
+15
+15
Idea Net Value
+40
+40
0 No
+20
Complete this Idea? Yes/ No
Yes
Yes
Yes
Maybe
Yes
Incompatible Ideas
Do Filing Today
Do Filing Today
Get Nortic Cards, Computer Set Up
None
None
None
Using Different Leadership Styles

Understanding the principles of power, tension, ideas (the social system), and business results is critical to recognizing and influencing what is happening in a leadership situation. By using three very different styles of leadership, you will experience a wide spectrum of cause and effect on the principles. Those styles are:
Directing Leadership Style

The directing leadership style is leader-centered; they have formal authority; they have all or most of the ideas; they do not solicit ideas from subordinates; they want productive tension and quick results; they dominate the conversation, giving detailed instructions on how, when, and where they want a task performed. When would you use a directing leadership style? What are the trade-offs?
Participating Leadership Style

The participating leadership style centers on the leader and team. When teams receive assignments, the leaders encourage colleagues to participate by asking for ideas, such as input, information, and recommendations. Leaders might push tension to an extreme (relaxed, tense) to generate new ideas. When would you use a participating leadership style? What are the trade-offs?
Delegating Leadership Style

In the delegating leadership style, leaders encourage colleagues to solve problems and make decisions without clearing it through them. Leaders should only make a few decisive comments to keep the team from straying too far. When would you use a delegating leadership style? What are the trade-offs?
How does the social system impact getting the best business results? How do the business results impact the social system?
See How Many Scenario One Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 7 times in Explore Mode before selecting an Assess Mode to unlock the next scenario. All scores are recorded for your and your instructors review.
Directive Style
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) less than 40 and where your dialog percentage is 65% or higher
Delegative Style
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 60 and 200, and where your dialog percentage is less than 30%
Participative Style
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 40 and 60, and where your dialog percentage is between 30 to 65%.
Great Scenario
You need a Business Results Score of 90 or Higher
Master Play (optional)

You need a Total Score of 90+ in Assess mode, with a scenario length (in dialog turns) less than 60, and where your dialog percentage is 30% or less.
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice a few more times.
Reflection and Application To The Workplace

Have you ever helped someone with their priorities? Perhaps it was a colleague, a subordinate, someone on your project team, or your boss. Consider the following questions and check off the statement that appears consistent with your real-life scenario.
What style did you use?

Directing Participating Delegating Other
How did it feel?

You communicated more to ideas than people You communicated more to people than ideas You balanced communicating to people and ideas You dominated the conversation You listened to and discussed ideas that you did not introduce You listened for the intent (positive, negative, neutral communication)
You noticed body language that was consistent with the conversation
You noticed body language that was inconsistent with the conversation
What was the outcome?

The person or group you spoke with bought into the new priorities The person or group you spoke with did not buy into the new priorities The person or group executed the new work with high quality The person or group did not execute the new priority work with high quality The person or group tried to execute both the old and new priorities
What trade-offs did you make in your approach?

You used formal authority in order to economize on your efforts You took more time to consider all options and make the decision together You had to compromise on the quality of work Other
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_One_Quiz.html
vLeader Workbook - Page 19 vLeader Workbook - Page 19

You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.
Contingency Theory/LMX
Cognitive Level What are the characteristics of the situation with Oli Newman in Scenario One? Is the relationship a good or poor one, initially? Describe. Is this a task structured or unstructured environment? Is your position power strong or weak? What does Fiedlers theory suggest based upon the LMX matrix? Task or relationship oriented? How can you take a relationship approach with Oli, where do you click? How can you take a task-oriented approach with Oli, where do you click? Affective Level What emotions do you have when using a more relationship-oriented approach to working with Oli? What do you fear? How do you feel when you take a relationship-oriented approach but Oli ends up focusing on his own issues and not yours? Which approach task or relationship feels like you have more control? How do you think that feels for Oli? Application Level Apply Fiedlers Contingency Theory and LMX theory to this scenario?
More questions on next page.
Houses Path-Goal
Cognitive Level How can Houses Path-Goal theory be applied to scenario One? Describe how a directive leader behavior impacted the conversation? Expand. Describe how a supportive leader behavior impacted the conversation? Expand. Describe how a participative leader behavior impacted the conversation Describe how an achievement-oriented leader behavior impacted the conversation. What personal factors do you perceive in Oli Newman? Regarding authoritarianism? Regarding Locus of Control? Regarding perceptions of their ability? Regarding Olis Primary Work Group Affective Level Which of these behaviors feels most natural to you? Which most foreign? Why? Application Level Apply Path-Goal theory to the first scenario in order to generate a plan which you can communicate to someone else as to how you will work with Oli
Transformational Leadership
Cognitive Level How can you appear more charismatic in scenario one? How do you build trust? How can you tap into Olis energy to motivate him to work on your key ideas not just his own? How can you get Oli to identify with you? When might you know that Oli has high confidence in you? How do you show genuine interest in Oli as a subordinate? How can you create intellectual stimulation in Oli and get him to make a large leap in his direction? Affective Level What does it feel like to build trust with Oli? What does it feel like when you have tapped into Olis motivation? Application Level Discuss the application of transformational leadership in the context of scenario one.
Class Discussion Two

Persuading and Influencing Individuals
To Be Completed Before Class Discussion Three
Scenario Two (The New Person)

Select Scenario Two: The New Person After the introduction, select the Explore mode button With the program paused, use the next pages grid to help you plan your work
Scenario Two Results

When you have completed Scenario Two, you will be taken to the results screens. Do not hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 Leadership Style. Answer the questions below: Given the total number of dialog turns, was it a short or long scenario? Short scenario (Less than 50) Medium scenario (51 to 75 turns) Long scenario (greater than 75 turns) Given the % of your dialog turns for Scenario Two, were you passive, active, or dominating?
Passive/Delegating (less than 30%)

Active/Participative (31% to 65%) Dominating/Directive (greater than 65%) What do you think these two scores convey about your leadership style during this play? To help self-diagnose your performance after each scenario, review this link: http://www.simulearn.net/metrics.html Your Goal to monitor, direct and influence the conversation and improve the outcome.
Your Objective in each Scenario

Assess the situation and characters
Optimize Power, Tension and Ideas to focus the group on the Right Work Plan your work Work your plan Select and use the most appropriate leadership skills, strategies and styles to achieve the best possible outcome
Make decisions aligned with the strategic business goals:

Financial Performance, Customer Satisfaction, Employee Morale Complete the following idea sheet to determine which ideas are best for Business Results Stop Complaining Fix Environment Use Automation
Raise Retention to 65%
Crisis Looming
Finish Meeting
Coffee Shop
Fix Morale
Financial Performance Customer Satisfaction Employee Morale Idea Net Value Complete this Idea?
-5
+15
+5
-5
+15
-5
+15
+15
-5
-10
+25
+10
-5
+10
+5
+10
-10
Yes
Incompatible Ideas
Supported by?
Communicating NonVerbally in vLeader (Optional)

vLeader Tip: Use the right mouse button (Windows users) or Hold the Apple key (Macintosh Users) when clicking on an communication bar to change your body language toward an idea or person without speaking
Verbal
Non-Verbal Body Language
See How Many Scenario Two Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 6 times in Practice Mode before selecting an Advanced Mode to unlock the next scenario. All scores are recorded for your and your instructors review.
Directive Style
Delegative Style
Participative Style
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 50 and 75, and where your dialog percentage is between 30 to 65%
Great Scenario
You Need a Business Results Score of 90 or Higher
Master Play (Optional)

You need a Total Score of 90+ in Advance Mode, with a scenario length (in total dialog turns) less than 80, and where your dialog percentage is 35% or less. HINT: You might want to use non-verbal communications to help you (see bottom of page 20).
How many times did you play this scenario in PRACTICE and ADVANCE modes? If less than 8, practice a few more times.
Scenario Two Tips for Improvement

Find common ground and avoid divisive ideas in favor of uniting ideas:
Avoid Stop Complaining idea in favor of Fix Morale Avoid Coffee Break idea in favor of Fix Environment
Support Crisis Looming idea only when Oli and Rosa are not in conflict Build influence and the groups opinion and then strongly introduce Raise Retention to 65% Strongly Support Retention to 65% idea; use your power to support your idea and rally the team Remember to communicate directly to people as well as ideas
The vLeader Perspective
vLeader scenarios are not real meetings The virtual characters are not real people The dialog is not real conversation
However: Real scenarios do include the opinions, behaviors, agendas and strategies in vLeader Real characters are affected by the ideas and people involved in the discussion Real conversations are supporting, opposing, and neutral comments towards people and ideas
negative
positive
You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize what ideas are being discussed, what opinion each person has of the ideas and each other. The more you focus on reactions, interactions, and behaviors, the more strategically and effectively you will be thinking.
Key Learning Points - Scenario Two

The leadership styles that you have used impact the leadership principles in different ways. Use these questions to being thinking about how you could approach a scenario.
Mission
What was the most important idea(s) to pass in this scenario? What trade-offs did you have to make to get that idea passed?
Awareness
What is the relationship like between Oli and Rosa? What effect does that have on the most important idea(s) you identified above?
Strategy Plan Your Work

Write down how you would plan to affect the principles in order to get the most effective results in this scenario
Tactics Work Your Plan

Where will you click in order to successfully execute the various parts of your strategy?
Execution
If you have not completed four of the Scenario Two goals, play this scenario at least once more to effectively execute this strategic approach to Scenario Two. Use the PAUSE button frequently to give yourself time to assess the best place to click to execute that strategy. Helpful Hint if the virtual meeting feels confrontational or a struggle to keep on task (constantly switching ideas and trying to finish the meeting) something is out of alignment with Power, Tension, Ideas or Work strategies. Try a different approach to optimize your personal influence, the groups opinion of you, generate new ideas and moderate tension levels to lead others to the Best Results.
What challenging or negative behaviors did you notice in the simulator and how did you deal with them?
Describe a situation where it is difficult to prioritize yourself or other people, and/or a scenario where a conflict stifles the productivity of the team. Consider the following questions: Who are the people involved? What are the ideas? What is the groups opinion of you? What is the groups tension level? What is your level of personal influence? What is the right work?
What have you discovered about the style of leadership you most often use?
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Two_Quiz.html

You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.
Conflict Resolution/management Theory Cognitive Level
In scenario Two what kind of conflict do you perceive in the situation? Functional or Dysfunctional? Explain . How can conflict between Oli and Rosa help this situation? What kind of conflict is it between Oli and Rosa? Intra-group or Interpersonal? Discuss. Describe a conflict episode in this scenario. Use terms like support, oppose, silence, idea A and idea B, alignment, tension etc. What latent conflict may have been the root cause of the conflict(s) in this scenario? How do you perceive the conflict to involve you? How does Will and the senior management team play a role in the manifest conflict? Comment on the Conflict Frames of Relationship-Task, Emotional intellectual and Cooperate-Win in the context of scenario two. Discuss the Thomas Kilmann model of conflict orientations and the effects of these within scenario two. Comment on the possible causes of conflict as it pertains to Structural or Personal Factors
Affective Level
Comment on your tolerance for conflict and its role in this scenario. How do you feel about having to discuss the Use Automation idea? What does it feel like to initially build an alliance with one person and then look for the other to join in? Which conflict orientation in the Thomas Kilmann model feels most natural and unnatural? How were you part of the conflict and what was the cause?
Application Level
Discuss the application of the Thomas & Kilmann model in the context of scenario two. If you were coaching someone else in a situation like this, how would you tell them to approach the scenario?
Class Discussion Three

Conflict and Team Skills
To Be Completed Before Class Discussion Four
Scenario Three (Status Quo)

Getting Started
Select Scenario Three: Status Quo After the introduction, select the Explore mode
Scenario Three Results

When you have completed Scenario Three, answer the questions below: Given the total number of dialog turns, was it a short or long scenario? Short Scenario (less than 40 turns) Medium Scenario (41 to 70 turns) Long Scenario (71+ turns) Given the % of your dialog turns for Scenario Three, were you passive, active, or dominating? Passive/Delegating (0% to 30%)
Active/Participative (31% to 70%)

Dominating/Directive (greater than 70%) What do you think these two scores convey about your leadership style during this play?
Remember that you are no longer the person with the highest authority. How does this affect how you interact? How should it affect you when you interact? Alan Herman Will You / Corey
Rosa
Oli
Scenario Three Strategies

Ideas Strategy: Raise the groups tension to think of new and better ideas Power Strategy: Build an alliance with Rosa and Oli while partnering with an authority figure, Herman Work Strategy: Identify and complete the critical ideas like the Call Center Work
Complete the following idea sheet to determine which ideas are best for Business Results (plan your work) To help self-diagnose your performance after each scenario, review this link: http://www.simulearn.net/metrics.html
Call Center Work Financial Performance Customer Satisfaction Employee Morale +20
Rosa on Sales Call +5
Minutes on Website +5
Go to Party
Cut Expenses +5
Will's Sales Retreat -10
Finish Meeting
0
0
+30
+10
-5
-5
+5
+20
+15
-10
+5
-10
+10
Idea Net Value

Complete Idea? Y/N Incompatible Ideas Supported by which Characters?
See How Many Scenario Three Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 6 times in Explore Mode before selecting Assess Mode to unlock the next scenario. All scores are recorded for your and your instructors review.
Directive Style
Delegative Style
Participative Style
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 40 and 70, and where your dialog percentage is between 30 to 70%
Great Scenario
You need a Business Results Score of 90 or Higher
Master Play (Optional)

You need a Total Score of 90+ in Assess Mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 35% or less
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice a few more times.
Scenario Three Tips

Ideas Strategy: Excite the Group to Think of Hidden Ideas
Tactics: Introduce and Focus on Cut Expenses Tactic: Raise Hermans tension and he will bring up Call Center Work idea
Power Strategy: Build Factions and Partner with Authority

Tactics: Support Rosa, Oli, and Herman after Call Center Work idea is introduced
Work Strategy: Identify and Complete the Critical Work

Tactic: Pass Call Center Work, Cut Expenses and Rosa on Sales Call Tactic: Do not let Will pass the Sales Retreat idea
vLeader Tips
Use the right mouse button instead of the left mouse button to introduce an idea, and you will introduce it negatively, bringing it up without investing your personal influence
Positively Introduce an Idea
Negatively Introduce an Idea
Macintosh users can hold down the Apple key while clicking on an idea to introduce an idea negatively. Remember that your business score is impacted only by the ideas completely passed
What challenging behaviors did you see in this scenario? How did you effectively deal with them?
Write in the space below observations about what does and does not work in this scenario for discussion with your group:
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Three_Quiz.html

You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class. Power, Politics and Building Coalitions Cognitive Level
Who has the authority in this scenario? How is authority different from power? Use this scenario to discuss. In this scenario what power flow are you trying to create? What bases of power did you use to get Rosa to support the Fund Call Center idea? How does Rosa use political tactics in this scenario to help Will in the decision-making process? Comment on the richness of the dynamic power in this scenario when you were able to build a political coalition of at least 3 people supporting the Fund Call Center idea to completion. How does Will try to control the decision-making agenda? How does Will, or how did you build a coalition? Comment on the characters in this scenario and their political skill. Draw a conclusion as to how this Hermans lack of political power causes the difficulties you experienced in the scenario What political strategies were being implemented in this scenario?
Affective Level
How did it feel to have Will tell you not to discuss the Call Center and then try to champion his Sales Retreat? How did it feel If you could have changed how this meeting starts, what might you have done prior to this meeting other than had an informal conversation with Herman about funding the call center? How does it feel to have to find support for the Call Center work? Did you ever feel apprehension about asking someone to contribute? Explain how and why you may have felt or others may have felt intimidated in this scenario.
Application Level
Which of these influence tactics did you find yourself using? Comment on which ones seemed to work.
Class Discussion Four

Power, Politics and Coalitions
To Be Completed Before Class Discussion Five
Key Learning Points - Scenario Three
Mission:
What was the most important idea(s) to pass in this scenario? What trade-offs did you have to make to get that idea passed?
Awareness
Who has formal authority in this scenario? What impact does this have on the scenario? What non-verbal communication have you seen in this scenario?
Strategy Plan Your Work

Write down how you would plan to affect the principles in order to get the most effective results in this scenario
Tactics Work Your Plan

Where will you click in order to successfully execute the various parts of your strategy?
Execution
Play this scenario at least one more time to effectively execute this strategic approach to Scenario Three. Use the PAUSE button frequently to give yourself time to assess the best place to click to execute that strategy
Scenario Four (Two Cultures)

Select Scenario Four (Two Cultures) After the introduction, select the Practice mode
Scenario Four Strategies

Power Strategy: Build Alliances and Partner with Authority Your Intent: You cannot pass critical ideas by yourself Your Intent: You need a power base that involves either Alan or Herman You may have to support an idea that you dont necessarily like (Whos Downsized) to gain a critical alliance (with Alan) and increase your personal influence to use later on. Does this ever happen in real life? Work Strategy: Identify and Complete the Critical Work Tension Strategy: Keep tension at productive levels Complete the following idea sheet to determine which ideas are best for Business Results More Client Contact Whos Downsized Keep HR Policies Eliminate Vendor Networks Combine Sales
Senior Meeting
Finish Meeting
Consolidate IT
Keep Vendors
Financial Performance Customer Satisfaction Employee Morale
+20
+10
+10
+5
-5
-5
-5
-10
-5
+10
-5
+15
+20
-5 Idea Net Value Complete Idea? Y/N Incompatible Ideas Supported by?
-10
+15
-5
+15
+10
+10
Yes
See How Many Scenario Four Goals You Can Complete

Use different strategies to see which of these you can accomplish. You should play this scenario at least 6 times in Explore Mode before selecting an Assess Mode to unlock the next scenario. All scores are recorded for your and your instructors review.
Consensus Scenario
You need all characters to agree to at least one idea
Strategic Success
You need to build an alliance with one or more characters for a strategic purpose. Try to optimize your informal power
Great Scenario
You need a Business Results Score of 90 or higher without dominating the conversation (use only 25-35% of the dialog turns)
Great Scenario Again

You need a Total Score of 90 or higher immediately after a previous Business Results Score of 90 or higher
What trade-offs do you have to make to accomplish these goals?
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 6, practice more.
vLeader Workbook Workbook -- Page Page 39 39 vLeader
Scenario Four Strategy and Tactics

Power Strategy: Build Factions and Support
Tactics: Introduce and support Whos Downsized? and support Alan directly (click in Alans green zone). Write down as many different places you can click to execute this.
Tactics: Introduce and support Consolidate IT and More Client Contact. Write down as many different places you can click to execute this
Tactics: Support Herman and Will when they are tense by clicking in their green zone Write down as many different places you can click to execute this.

Tactic: Pass More Client Contact, Consolidate IT, Combine Sales, Keep HR Policies and Keep Vendors ideas. Write down as many different places you can click to execute this.
Tactic: Do not let either Senior Meeting or Fire Nortic Vendors pass. Write down as many different paces you can click to execute this.
What challenging behaviors did you witness in this scenario? How did you deal with them?
Describe a team situation at your workplace where others want to continue with old ways of doing things when new ways are required, and/or describe a situation where you are challenged with leading people above you or from other departments.
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Four_Quiz.html
Class Discussion Five

Developing Your Skills
To Be Completed Before Class Discussion Six
Scenario Five (Crisis and Opportunity)

Select Scenario Five (Crisis and Opportunity) After the introduction, select Practice mode
Scenario Five Strategies

Idea Strategy: Relax the group to think of new ideas Your Intent: Uncover hidden ideas Work Strategy: Identify and Complete the Critical Work Your Intent: Pass the right mix of ideas that best meet the organizational objectives Complete the following idea sheet to determine which ideas are best for Business Results Downplay to Press Alan talks to press
Low cost provider
Will talks to press
Rebuild Facility
Move to States
Finish Meeting
Best Product
Best Service
Do Nothing
Financial Performance Customer Satisfaction Employee Morale Idea Net Value
+15
-5
-10
+5
+25
+10
+10
-10
+10
+15
-10
+5
+5
+25
+25
+20
-10
+10
-10
+5
+5
+20
+25
Complete Idea? Y/N Incompatible Ideas Supported by?
Yes
See How Many Scenario Five Goals You Can Complete

Use different strategies to see which of these you can accomplish. You should play this scenario at least 6 times in Explore Mode before selecting an Assess Mode to unlock the next scenario. All plays and scores are recorded for your review.
Great Scenario
You Need a Business Results Score of 90 or Higher
Great Scenario Again

You need a Total Score of 90 or higher immediately after a of Business Results Score of 90 or higher
Idea Play
You need to get all of the ideas on the table
Efficient Play
Complete the scenario within 85 total dialog turns
What trade-offs do you have to make to accomplish these goals?
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice more.
Tips for Scenario Five

Idea Strategy: Relax to think of new ideas
Tactics: Support and quickly pass either Alan talks to press or Will talks to press to get the issue off the table so that the group can feel they are accomplishing something Tactic: Support Do Nothing idea repeatedly and click on everyones green zone until Low-cost provider idea appears. Do not pass Do Nothing idea, just discuss it to lower tension

Tactic: Pass either of Low-cost Provider, Best Products, or Best Service
Tactic: Pass either of Rebuild Facility or Move to States Tactic: Prevent Downplay to Press or Do Nothing from passing The last scenario is mostly about bringing the group together and lowering tension to help the group generate new ideas. Forcing the discussion of Do Nothing can lower the groups tension considerably, but do not let it be completed. Everyone in the room will be annoyed at you for focusing on it, but part of being a leader is doing the right thing, even when it is unpopular.
Try using the right click on the idea of "Do Nothing" to introduce it negatively
Do not introduce any revealed ideas until all ideas are revealed to you Consider whether you need power (influence and alignment) in this scenario
What challenging or negative behaviors did you see in this scenario? How did you deal with them?
Describe a situation where your team has suffered a crisis, extreme duress or chaos:
Perhaps they were immobilized by high stress or fear; perhaps they were unable to generate new ideas; perhaps people were more worried about keeping the blame from themselves
Describe what you have done across the entire vLeader program What have you learned about styles, power (personal influence, groups opinion) tension, ideas, the right work, and balanced business results? Did you play the same situations from different approaches? Did you apply a communication framework of supporting and opposing people and ideas? Did you learn about and respond to how your communication affects the social system? Did you apply a thought process around business results?
Are you now ready to try using what you have been practicing in the simulator in your real world situations?
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Five_Quiz.html
Class Discussion Six

Applying Your Skills

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vLeader Professional Workbook

vLeader Workbook - Page 1

vLeader Workbook - Page 1

To Be Completed Before Class Discussion One

Complete the following Self Assessment

vLeader Workbook - Page 2

vLeader Workbook - Page 2

To Be Completed Before Class Discussion One

How things Get Done

vLeader Workbook - Page 3

vLeader Workbook - Page 3

How to use this Workbook

vLeader Workbook - Page 4

vLeader Workbook - Page 4

To Be Completed Before Class Discussion One

Schedule Your Time

Install the SimuLearn Scenario Launcher

vLeader Workbook - Page 5

vLeader Workbook - Page 5

To Be Completed Before Class Discussion One

Interface and Practice Sessions

Write down your password here :

Tip: Click on Pause to stop the simulation at any time.

vLeader Workbook - Page 6

vLeader Workbook - Page 6

To Be Completed Before Class Discussion One

Is the Game Going Too Quickly?

vLeader Workbook - Page 7

vLeader Workbook - Page 7

To Be Completed Before Class Discussion One

Oppose (Red click)

Support (Green click)

Oppose (Red click)

Support (Green click)

Keep going youre on a roll

You dont seem to be prepared for this meeting

I really like that idea

What else are you thinking?

Id like to know more about that

I dont think we should do that

vLeader Workbook - Page 8

vLeader Workbook - Page 8

To Be Completed Before Class Discussion One

vLeader Workbook - Page 9

vLeader Workbook - Page 9

To Be Completed Before Class Discussion One

How Things Get Done

Where do you click to increase tension? To decrease tension?

Where do you click to improve peoples opinion of you?

Where do you click to generate new ideas?

Why should you sometimes be silent?

Why do you need power (formal and informal)?

Why do you need ideas?

vLeader Workbook - Page 10

vLeader Workbook - Page 10

To Be Completed Before Class Discussion One

Scenario One (OneonOne)

Communicate and actively listen

vLeader Workbook - Page 11

vLeader Workbook - Page 11

To Be Completed Before Class Discussion One

Scenario One Results

Non-Verbal Communication In vLeader