Changing organizations with the aid of gaming/simulation is rather new. In this cases games are being used to let people in organizations experience and learn about changes. Games provide insights into the structure, the culture and the behavioural processes within an organization. Gaming/simulations can function as a mirror (to become aware of what is happening now) and as a window (to explore what can be; the future).

A leading book on this subject
Jac Geurts, Léon de Caluwé and Annemieke Stoppelenburg (2000) : Changing organisations with gaming/simulation. Reed Business Information. This book provides detailed guidelines on the background, design and uses of gaming/simulation and describes in depth eight cases of organizational change in which gaming/simulations have been used. For each case, it describes where the gaming/simulation was used, what the objectives of the simulations were, how the simulation was designed and what was done to ensure that the game experiences resulted in actual changes. A chapter is devoted to unique research data: the effectiveness of gaming/simulation is studied in a large scale change process. A set of remarkable findings and conclusions are presented.

Article

• Gert Jan Hofstede, Léon de Caluwé and Vincent Peters (2010): Why Simulation Games Work. In search of the Active Substance: A Synthesis. Simulation and Gaming, 41(6), 824-843.
• Léon de Caluwé (2008): The active substance from the perspective of change.
  In: Léon de Caluwé, Gert Jan Hofstede and Vincent Peters (2008): Why do games work? Deventer: Kluwer.
• Léon de Caluwé (2007): Using simulation gaming for change of organisations and for change of corporate culture.
  In: Willy Kriz (2007): Gaming Simulation and Organizational Change. Berlin: Wissenschaftlicher Verlag.
• Léon de Caluwé and Jac Geurts (1999): The use and effectiveness of gaming/simulation for strategic culture change.
  In: Saunders, D. and J. Severn (1999): Simulations and Games for Strategy and Policy Planning. Londen: Kogan Page.