Testimonials

This simulation is a "Mini MBA" in compressed format. We learned about strategy, mission, vision, values, leadership, team building, decisions making, supply chain, finance, people management, crisis management, supply chain, and so many topics that generally takes up a full time MBA program to cover.

This simulation training exercise is as close to real life as I’ve ever seen. It replicates the implications and complexities associated with managing a complex hospital environment. In addition to the intricate lessons of decision-making and resource allocation, participants are enveloped into the competitiveness and team interaction aspects of human behavior that are also essential elements of success in this ever changing and dynamic system of healthcare delivery.

The complex decision making was probably the best part of the simulation for me. In the past I have engaged in problem solving by looking at each issue in isolation instead of thinking about factor analysis—analyzing how each decision will impact all the other areas of operation.’

This program is the perfect mix of team building, management strategy and competition. With its high instructor-to-participant ratio, and real-world data, the experience is singular in the field. It puts traditional case-study learning to shame. This is how all management education should look.

Going into the ACHE/Columbia Health System Simulation Program, I tried to leave my bias as an experienced simulation professional. I was so pleased at the quality of the ACHE participants and Columbia simulation team, and teaching faculty.  The game soon transitioned into a real time challenge to maximize value for the community and health system.  There was humor, open dialogue, some rigor, and many "aha" moments. It is well worth the 21 hours. As I return to the "real world" and our own health system's sim center training, I will be keeping key lessons from the ACHE/Columbia program front of mind.

The most compelling insights we had as a team include the complexity of the external market and internal hospital procedures, the speed with which the external market changes, and the need for analyzing data in order to track both internal and external financial/operational trends.