All simulations are independent solutions for different needs of teams. Most of the simulations are based on research, see more on the simulation pages.

Our simulations

Team Strengths

The simulation helps in understanding your colleagues and especially their preferences regarding different kinds of work tasks. The simulation creates mutual understanding and empowers better team self-guidance.

The essence of this simulation consists of different factors affecting team work, including concentration, creativity, tolerance to conflict, and performing. The simulation frees the mind of the work roles and provides an opportunity for discussion on hidden strengths and different roles at work and at spare time.

Perfect as part of a team day or as the team’s first simulation.

Stress factors

This simulation helps in understanding team members in stressful situations. The exercise also promotes open discussion of stress factors within the team. The simulation deals with work-related stress factors, including work fragmentation, challenging social situations, and unclear division of labor. People experience the effect of these factors on stress levels differently. The story progresses through everyday situations and provides an opportunity for a facilitated discussion on team members’ experiences regarding different stress factors.

Entrepreneurial leadership

The simulation takes the team to make strategic choices for an internationally successful corporation in difficult times. You will face business challenges that highlight the entrepreneurial aspects of your team. In the simulation, the team will be able to evaluate itself and its performance in relation to various elements of entrepreneurial activity. The team encounters situations that require for instance uninterrupted concentration or asking “why”.

Efficient management team

Research shows that effective operation of the management team deals with for instance ability to argue in a constructive way, psychological security, acknowledgement of mistakes and making efforts towards common objectives. Management team differs from the other teams in the organisation: the management team is timewise a secondary team to its members. Management team also deals with the most difficult issues in the organisation and makes critical decisions. For these to succeed, the team needs to be able to deal with challenging questions and critically evaluate the choices that have been made. As the story unfolds, concrete situations help a facilitated discussion on team members’ readiness and strengths in different kinds of situations.

Twists of remote work

will undergo revision by 8/2021

The simulation helps the team in exploring their practices in remote work. Both personal and team’s common challenges in doing remote work are examined and, at the same time, an open discussion culture is promoted. The variables are compiled from various guides and instructions related to remote work. In the simulation, the experiences of team members on remote work can be discussed openly in a facilitated fashion. What are the hardest parts for different team members? What works well? What hasn’t been talked about? The simulation allows for an open discussion that can be used to develop team operations.

Diversity on the table

The simulation helps the team understand the kinds of diversity that exist in the work community and engage in a constructive discussion of the related phenomena. Different people are the strength of an organization, and diverse teams have been shown to perform better than homogeneous teams. However, diversity often prevents us from recognizing the needs or preferences of others. As the story progresses through concrete situations, many types of work community diversity are dealt with in a facilitated discussion.

Biases in our thinking

The simulation helps to understand the phenomena related to thinking and interaction. The exercise provides background on everyday phenomena such as stereotyping and “not invented here” type of thinking and helps the team to discuss actions and decision-making. The exercise promotes a culture of open discussion. The variables are based on research on the subject (in particular Kahnemann). The story provides a background for a facilitated discussion of the team members’ experiences in collaboration and decision-making. The story enables open discussion and therefore drawing conclusions for the team’s activities.

Agility in practice

Agile action is the goal in many teams, but what does agility consist of? The agility simulation makes concrete the routines and operating models behind everyday work. At the same time, the team gets to reflect on the elements of agility.

An agile approach involves, for example, a quick feedback cycle and exposing one’s own actions to critique. There may be different thresholds for initiating these. The simulation also opens a discussion on unclear issues and helps to address issues related to trust.

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International partners

Sweden: Lovak
South Korea: Paul & Mark


Visiting address:  Åkerlundinkatu 8, Tampere, Finland

Mail address: Nekalantie 28, 33100 Tampere, Finland


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