A work game for social services

Abstract

This paper describes a work game which the authors developed for the National Institute of Social Work (Training), Britain's professional social work train ing institution. Though intended primarily as a training and decision-making device for use by So cial Service managers, it is capable of modification for various planning groups, for example, a British LocaZ Government management group or an American in ter-agency welfare planning committee. It is parti cularly relevant in situations where diverse services are integrated under a new unified structure.

The game focuses on the interplay between rational decision-making and political bargaining which takes place when allocating scarce resources within an integrated social services agency. It comprises a series of rounds, each representing a complete financial year in the life of one such agency. Eight role-players representing key decision- makers negotiate and bargain for policies which they believe the agency should follow. Outcomes of discussions and negotiations are observed by the "God system," four people who represent all aspects of the agency system not otherwise simulated. They make periodic pronouncements as to how agency policy seems to be evolving and how this affects the influence each role-player may exert in subse quent rounds. After several rounds, the experience of the game is discussed in an extensive debriefing session which centres on strategies and tactics employed, the decision-making processes, and the reality reflected in the simulation.