—Jonathon D. Levy, vice president, Online Learning Solutions, Harvard Business School Publishing
"Insightful and instructive. Any organization that is serious about developing human capital must become serious about simulation. If you are serious about embarking on a simulation project within your firm, you should not do a single thing until you have read this book."
—Tony O′Driscoll, IBM Center for Advanced Learning
"Read this book, take the journey. Clark Aldrich takes us to learning in the 21st century. In this world managers and employees will have the dynamic skills needed to succeed in this dynamically changing workplace."
—Gerry Lang, Worldwide Learning Platform and Services Director, Microsoft Corporation
"Essential reading. The tools are in place to provide everyone the ability to augment their own innate capabilities. This text will be considered one of the early beacons to shed light on how and when simulations will shape the learning revolution."
— Dylan Schmorrow, Ph.D., program manager, Defense Advanced Research Projects Agency (DARPA)
"I read through the entire book in one sitting. Clark Aldrich has achieved a similar effect to Tracy Kidder′s Pulitzer Prize–winning, The Soul of a New Machine. Clark compels us to the conclusion that there is truly no other way to learn than through simulations. His analysis of how an entire world of game players will probably learn little in traditional environments results in the realization that we are on a collision path with the current generation when we attempt to teach them with lectures and trivial interactions and exercises. Believe it or not, the book also made me laugh out loud. In addition, I learned more about leadership by reading about the simulation than I have in thrity–five years of management training programs and book reading. These are serious accomplishments for what I expected to be a technical book."
—Gloria Gery, from the Introduction
1. Do You Want Fries with that e–Learning?
Part One: The Simulation Way.
2. In the Game.
3. The Primary Colors of Content.
4. The e–Learning Arms Race.
5. The Myth of Subject–Matter Experts.
6. The Search for Content.
7. What Would a Leadership Situation Look Like?
8. Uncovering the Essence of Leadership.
9. The Lure of Linear Content.
Part Two: Modeling Reality.
10. Rules for a Post–Textbook World: Simulation Design Principles.
11. The Beginning of Open–Ended Content: Sets and Figures.
12. What Do People Do All Day? The Animation System.
13. The Ultimate Hurdle: The Dialogue System.
14. Modeling a Little World: The Physics System.
15. Modeling the Inhabitants: The AI System.
Part Three: Philosophical and Technical Realities.
16. A New Look at Work: The Interface System.
17. The Scariest Word of All: Gameplay.
18. Why Use Grades, Anyway? Metrics, Scores, and Simulations.
19. Virtual Leader vs. the World.
Part Four: The Way Ahead.
20. Seventeen Simulation Issues.
21. A Manifest Destiny: Simulations and the Training Industry.
Epilogue: Looking Back at Schools.
Appendix One: Raw Leadership Content.
Appendix Two: Organized Leadership Content.
About the Author.
Pfeiffer Publications Guide.
"Clark′s book is a delight." (Training Media Review, 5/10/2004)