Taj Mahal, Agra, India

Simulation

We offer a simulation that is available with a follow up personal review and personalized understanding of your score. Please contact us if you would like to participate.

The following is a quote by that came from LiSimba's participation in Cyberweek 2009, in collaboration with the University of Massachusetts at Amherst.

For my participation in Cyber Week, I gave Jane Smith's LiSimba Consulting Simulation a try. The results made it clear that I'm by no means ready to manage a company's high-profile Saudi Arabian project. But those same results made the simulation extremely informative and eye-opening. Here were my scores:

  • Cross-Cultural Sensitivity: -10
  • Financial Impact: -5
  • Future Work: -5
  • Problem Solving: -10
  • Communication Skills: -5

I botched things in essentially every category, though I'm sure it could've gone worse. What struck me the most is that I consider myself a fair and balanced person, and sensitive to peoples' wants and needs, even when things get a bit complicated. This simulation wasn't easy though, and that impressed me. I expected a fairly linear experience, but I found myself juggling a number of characters with different motivations and desires. Sometimes I'd be answering a question and one of the characters would actually leave me an e-mail or send me a phone call! Features like this made the experience immersive, and I found myself before long completely drawn into the simulated setting. I felt the stress and frustration of juggling clients, discovering information from trustworthy sources while offending no one and keeping everyone in touch.

But it's in all this juggling that my inexperience shined through. The Sheik was none too happy with me by the end, seeing as I got lost in finding information on a rival corporation and didn't update him on things often enough. I left my friend Wayne Wade hanging, without ever getting back to him. When Alun Roberts showed little cultural insensitivity to the Saudis, I let it slide without notifying my higher-up, James York. I spent too much time focused on James York and Cambridge (my company) CEO Joaquin Hakkar because I perceived them as those most worth keeping close.

The simulation was certainly real enough to point out an inability on my part to manage many simultaneous contacts with different motivations, alliances and desires. But rather than just presenting me with my scores at the end, the simulation presented it's most useful component: feedback. It allowed me to review the decisions I made and explained the benefits and detriments with each potential choice at that moment.

For example, it took my response to Alun's phone call and suggested that I "missed a great opportunity to educate Alun and James on the labor situation in Saudi, as well as the potential cross-cultural ramifications of hiring outside the Kingdom." Rather than simply feeling dejected by my performance on the simulation, I now feel like I could take on the situation with much more care and sensitivity to my Saudi clients. Life doesn't have a reset button, but luckily this simulation does, and it provided me a great opportunity to learn what it's truly like to function cross-culturally in today's business environment.