Livelihood and Community Development: LforS learning and simulation game

Up to 15 people can participate in the game, which is supervised by a moderator. Households consisting of 1-5 people discuss options for diversification of household strategies. Aim of the game: By devising appropriate strategies, households seek to stand up to various types of events while improving their economic and social situation and, at the same time, taking account of ecological conditions. The annual General Community Meeting (GCM) provides an opportunity for households to create a general set-up at the local level that is more or less favourable to the strategies they are pursuing. The development of a community investment strategy, to be implemented by the GCM, and successful coordination between households will allow players to optimise their investments at the household level. The household who owns the most assets at the end of the game wins. Players participate very actively, as the game stimulates lively and interesting discussions. They find themselves confronted with different types of decision-making related to the reality of their daily lives. They explore different ways to model their own household strategies and discuss risks and opportunities. Reflections on the course of the game continually refer to the real-life situations of the participants.

Sustainable Pasture Management : LforS learning and simulation game

Three teams consisting of 2 to 5 persons each play the game. Each team represents a farm. Each team decides jointly on its strategy. In annual meetings in winter, the farm teams jointly discuss, evaluate and decide on how to proceed and actions to be taken. The farms make use of three different pasture areas (village pasture, intensive pasture and summer pasture) for grazing their livestock. The carrying capacity of each pasture area is different and varies according to the season. In each season, the farms have to decide on how many livestock units to graze on which pasture. Overgrazing and pasture degradation occur if the total number of livestock units exceeds the carrying capacity of a specific pasture area. Overgrazing results in a reduction of pasture productivity. To diversify and improve their livelihood strategy farms can make individual investments to increase productivity at the farm level, eg. in fodder production or in income generating activities. At the community level, collective investments can be made which may influence livestock and household economy, e.g. rehabilitate and improve pasture productivity, improve living conditions on remote pastures etc. Events occurring in the course of the game represent different types of (risk) factors such as meteorology, market, politics etc. that may positively or negatively influence livestock production and household economy. A sustainable management of pastures requires that farms actively regulate the development of their herds, that they take measures to prevent pasture degradation and to improve pasture productivity, and that they find a balance between livestock economy and other productive activities. The game has a double aim: a) each farm aims at its economic success and prosperity, and b) the three farm teams jointly have to find and implement strategies for a sustainable use of pasture areas.

Integrated Disaster Reduction Approach: LforS Learning and Simulation Game

Main objective of the game is to increase the coping capacity of players and familiarise them with the Integrated Disaster Reduction Approach. The game is intended to prepare for and introduce the players to a subsequent Learning for Sustainability capacity building workshop for community leaders. The game represents a typical emergency situation resulting from a natural disaster. Before and after the event, adequate measures help to prevent or minimise potential damages. Once a disaster has occurred, concerted actions and immediate measures need to be taken to rescue as much as possible (human lives, livestock, material) and safeguard the village against further damage and losses. In the course of the game, each playing team can proof its knowledge on adequate measures that have to be taken in order to avoid or reduce losses related to natural disasters. Such measures relate to assessment and monitoring of risks, prevention and mitigation measures, preparedness and response as well as recovery and reconstruction.

Stratégies de ménages et développement communal: LforS learning and simulation game

Au travers de stratégies appropriées, les ménages, appelés ici Unités de Production et de Consommation (UPC), cherchent à faire face à différents évènements et à améliorer leur situation économique et sociale tout en tenant compte des conditions écologiques. Au travers de l’Assemblée Générale Communale (AGC), les UPC peuvent créer des conditions cadres locales plus ou moins favorables aux stratégies qu’ils poursuivent. Par le développement d’une stratégie d’investissement communale mise en œuvre par l’AGC et une bonne coordination entre les UPC, les joueurs peuvent optimiser leurs investissements au niveau des ménages. Vainqueur est l’UPC qui à la fin du jeu dispose du plus grand patrimoine.

CONMICOM – conflict mitigation in communities: LforS learning and simulation game

Three extended families live around a lake. One family are rice farmers, the second family are vegetable farmers, and the third are a family of livestock herders. All of them depend on the use of lake water for their production, and all of them need large quantities of water. All are dependent on the use of the lake water to secure their livelihood. In the game, the families are represented by their councils of elders. Each of the councils has to find means and ways to increase production in order to keep up with the growth of its family and their demands. This puts more and more pressure on the water resources, increasing the risk of overuse. Conflicts over water are about to emerge between the families. Each council of elders must try to pursue its families interests, while at the same time preventing excessive pressure on the water resources. Once a council of elders is no longer able to meet the needs of its family, it is excluded from the game. Will the parties cooperate or compete? To face the challenge of balancing economic well-being, sustainable resource management, and individual and collective interests, the three parties have a set of options for action at hand. These include power play to safeguard their own interests, communication and cooperation to negotiate with neighbours, and searching for alternatives to reduce pressure on existing water resources. During the game the players can experience how tensions may arise, increase and finally escalate. They realise what impact power play has and how alliances form, and the importance of trust-building measures, consensus and cooperation. From the insights gained, important conflict prevention and mitigation measures are derived in a debriefing session. The game is facilitated by a moderator, and lasts for 3-4 hours. Aim of the game: Each family pursues the objective of serving its own interests and securing its position through appropriate strategies and skilful negotiation, while at the same time optimising use of the water resources in a way that prevents their degradation. The end of the game is open. While the game may end by one or two families dropping out because they can no longer secure their subsistence, it is also possible that the three families succeed in creating a situation that allows them to meet their own needs as well as the requirements for sustainable water use in the long term. Learning objectives The game demonstrates how tension builds up, increases, and finally escalates; it shows how power positions work and alliances are formed; and it enables the players to experience the great significance of mutual agreement and cooperation. During the game and particularly during the debriefing and evaluation session it is important to link experiences made during the game to the players’ real-life experiences, and to discuss these links in the group. The resulting insights will provide a basis for deducing important conflict prevention and transformation measures.

Burden of serious fungal infections in Tanzania.

The incidence and prevalence of fungal infections in Tanzania remains unknown. We assessed the annual burden in the general population and among populations at risk. Data were extracted from 2012 reports of the Tanzanian AIDS program, WHO, reports, Tanzanian census, and from a comprehensive PubMed search. We used modelling and HIV data to estimate the burdens of Pneumocystis jirovecii pneumonia (PCP), cryptococcal meningitis (CM) and candidiasis. Asthma, chronic obstructive pulmonary disease and tuberculosis data were used to estimate the burden of allergic bronchopulmonary aspergillosis (ABPA) and chronic pulmonary aspergillosis (CPA). Burdens of candidaemia and Candida peritonitis were derived from critical care and/or cancer patients' data. In 2012, Tanzania's population was 43.6 million (mainland) with 1 500 000 people reported to be HIV-infected. Estimated burden of fungal infections was: 4412 CM, 9600 PCP, 81 051 and 88 509 oral and oesophageal candidiasis cases respectively. There were 10 437 estimated posttuberculosis CPA cases, whereas candidaemia and Candida peritonitis cases were 2181 and 327 respectively. No reliable data exist on blastomycosis, mucormycosis or fungal keratitis. Over 3% of Tanzanians suffer from serious fungal infections annually, mostly related to HIV. Cryptococcosis and PCP are major causes of mycoses-related deaths. National surveillance of fungal infections is urgently needed.

Combining qualitative and quantitative methods to analyze serious games outcomes: A pilot study for a new cognitive screening tool

Computer games for a serious purpose - so called serious games can provide additional information for the screening and diagnosis of cognitive impairment. Moreover, they have the advantage of being an ecological tool by involving daily living tasks. However, there is a need for better comprehensive designs regarding the acceptance of this technology, as the target population is older adults that are not used to interact with novel technologies. Moreover given the complexity of the diagnosis and the need for precise assessment, an evaluation of the best approach to analyze the performance data is required. The present study examines the usability of a new screening tool and proposes several new outlines for data analysis.

Serious Play as a Practice of Paradox

A recent stream of organizational research has used the term serious play to describe situations in which people engage in playful behaviors deliberately with the intention to achieve serious, work-related objectives. In this article, the authors reflect on the ambiguity of this term, and reframe serious play as a practice characterized by the paradox of intentionality (when actors engage deliberately in a fun, intrinsically motivating activity as a means to achieve a serious, extrinsically motivated work objective). This reframing not only extends the explanatory power of the concept of serious play but also helps bridge the concerns of scholars and practitioners: first, by enabling us to understand a variety of activities in organizations as serious play, which can help practitioners address specific organizational challenges; second, by recognizing the potential for emergent serious play, and the creation of the conditions to foster this emergence; third, by pointing toward specific, individual or group-level outcomes associated with the practice; and finally, by uncovering its ethical dimensions and encouraging the understanding of the role of serious play on ethical decision making.

The Serious Business of Play

Most managers see strategy development as serious business. It is ironic, then, that some of the most remarkable strategic breakthroughs in organizations emerge not from well-ordered processes but from messy, ambiguous and sometimes irrational activities - pursuits that can best be described as play. Referring to research in the fields of developmental psychology and anthropology, the authors argue that play can stimulate the development of cognitive, interpretive skills and engender an emotional sense of fulfillment. It can help establish a safe environment for introducing new ideas about market opportunities, generating debate about important strategic issues, challenging old assumptions and building a sense of common purpose. The authors draw on their own experiences working with managers at the Imagination Lab Foundation and Templeton College, Oxford University, and they make sure to point out that play is no substitute for rational, conventional strategy development. Indeed, after the creative sessions are over, plenty of hard work remains to translate the ideas and insights into processes and actions.