SimuReal

Purpose

SimuReal, developed by Donald and Alan Klein, creates a live simulation of the organizational system where real groups work on their real issues simultaneously — but with a twist: process observers feed back what they see in real time, making invisible dynamics (power plays, communication breakdowns, avoidance patterns) visible and discussable. It is both a diagnostic and an intervention.

At a glance

How to run

1. Setup (10 min). Arrange the room so that each functional group or team has its own work area, visible to all others. Assign 2–3 process observers who will circulate.
2. Brief the groups (10 min). Each group works on a real, current organizational issue. They interact with other groups as they would in daily work — visiting, negotiating, requesting resources.
3. Simulation round (30 min). Groups work. Observers watch for patterns: Who talks to whom? Who is excluded? Where do bottlenecks form? What gets avoided?
4. Observer feedback (15 min). Observers share their observations with the whole room — factual, non-judgmental. "We noticed group A never visited group C." "Group B's leader spoke for 80% of the time."
5. Whole-group reflection (15 min). Facilitated discussion: Do these patterns reflect our real organization? What surprises you? What do you want to change?
6. Commitments (10 min). Each group names one behavioral change they will try starting tomorrow.

Materials needed

• Open room with movable furniture
• Work areas marked with signs for each group
• Observer recording sheets
• Flip charts for observer feedback
• Timer visible to all

Pitfalls & common mistakes

• Observers being judgmental. Observations must be descriptive, not evaluative. Train observers before the event.
• Groups treating it as role play. This is NOT a simulation with roles — groups are themselves, working on real issues. If they perform, the diagnostic value is lost.
• Too few observers. With 100+ people, you need enough observers to cover the room.
• Defensive reactions to feedback. Normalize discomfort: "If the feedback doesn't sting a little, we're not learning."

Inclusion & accessibility

• Ensure work areas are accessible for mobility-impaired participants.
• Observers should note inclusion patterns: who is centered, who is marginalized.
• Provide quiet space for participants who need to step away during intense feedback.
• Use written feedback alongside verbal for different processing styles.

Variations

• Multi-round SimuReal: Add a second simulation round after reflection to see if behavior changes.
• Cross-organizational SimuReal: Include suppliers, customers, or partners for a whole-ecosystem view.
• Video-assisted SimuReal: Record the simulation and play back key moments during reflection.

When NOT to use this

• When trust is extremely low and public feedback would feel punitive.
• When leadership is not participating — the method exposes power dynamics, and absent leaders create a blind spot.
• When the group is too small (< 20) for meaningful inter-group dynamics.

Source & further reading

• Klein, D. C. (1992). "SimuReal: A Simulation Approach to Organizational Change." *Journal of Applied Behavioral Science*, 28(2).
• Bunker, B. B. & Alban, B. T. (2006). *The Handbook of Large Group Methods*. Jossey-Bass.
• Weisbord, M. R. (2012). *Productive Workplaces*. 3rd ed. Jossey-Bass.