The following report on a recent game of AFTERSHOCK: A Humanitarian Crisis Game at Pennsylvania State University is provided by Nick LaLone.
For the past two semesters, I have had the opportunity to run AFTERSHOCK for a crisis informatics course here at Pennsylvania State University’s Information Sciences and Technology program. The IST program is not international relations, political science, or social science focused in any way. Instead, this class focuses on the use of information and communication technologies and how those ICTs support crisis management. To that end, the use of AFTERSHOCK was meant to offer these students a glimpse at the various bottlenecks and pitfalls that crisis responders must deal with as a response evolves.
Through that lens, we gathered these 20 students in a conference room and sat them down to play – five students to a team. I began by explaining the goal of the game, the major players, their motivations, and ended with the sequence of a turn. Given that explanation, play began. In total, the room learned how to play the game in less than 30 minutes.
The following caveats should be noted:
- The players were told that if they were not participating in the cluster that they could not communicate with the other teams. This was done by placing them inside another room if they were not there. Sadly, no players actually did this.
- I stacked the deck for the first turn. The cards I chose were:
- Landslides – a card that allowed me to talk about the Frontier.
- Things Change – a card that allowed me to talk about Needs Assessments.
- Infrastructure Breakdown, which allowed me to talk about the difference between supplies and infrastructure.
- The first turn ended with “Trying Times.” This card resolves the highest risk card on the board. I suggested throughout the first 3 turns that players try to meet needs according to the number of people listed on the card and the number of relief points that card represented. My hope was that this would generate some competition and the students would prioritize rescuing according to “big numbers.”
Over the course of 2 hours, we played through 4 turns or through 2 weeks of response efforts. While it was not a complete game, it was enough to see the game take shape and the players start to recognize their roles.
At the beginning of the game, the 4 representative teams – the host country, the humanitarian coalition (HADR-TF), the United Nations, and the Non-Government Organizations – were pretty much all at the same place in terms of the knowledge of the game and the knowledge of what they needed to do. This quickly changed as the first turn ended. By the second turn, the media played a significant role within the game. In AFTERSHOCK the media begin with their cameras pointed at the administrative district or District 1. However, the Infrastructure Breakdown card allowed the players to move the media. The United Nations decided to move the media to a place that benefited them and only them – to district 4 or the middle class areas. The media would remain here for the rest of the game. On their first turn, the United Nations players asked,
“So you get points if the media is watching but what happens if they aren’t there and you save all those people?”
To which we replied,
“You know that you did a fantastic job saving all those people! The response effort as a whole becomes more stable.”
To that answer, the UN and NGO player began to concentrate on “Media Outreach.” The UN did this by distributing teams and resources wherever the media was in addition to maintaining a presence within the Media Outreach portion of the cluster. The NGO player, who was stuck without any ability to import resources due to few infrastructure being placed at the airport or dock until turn 3, sat inside the “Media Outreach” box giving themselves points for the duration of the game. It was not until week 2 – 3 turns into the game – that the NGOs began to send resources out into the field. Instead, they concentrated on placing individuals inside the “Rescue” boxes on the districts. This way, the NGOs would be represented should the media move. This tactic worked well for them as at the end of the game, the NGO was well ahead of everyone else in terms of Operations Points.
At the end of the game, we asked the room what they thought of the game. Overall, they liked what they played. They felt that the tensions were realistic even if the act of what they were doing was not. They felt a little distressed that they began to think about what they were doing in terms of points. The selfishness of what they were doing left them quite shocked. From my perspective as a facilitator, they were noticing that their role as leaders of a particular organization was clouding their ideas about what it was that they were doing. Along those lines, I didn’t start using the expansion cards until Week 2. I have a feeling if I had started using them at the beginning of the game, things would have been very different as the expansion cards concentrate on empathy and vulnerability instead of simply numbers.
Along with that selfishness, they also notice that they didn’t speak to other teams. Each turn, the active player would walk up to the game board to discuss their move. When each team was at the table discussing their possibilities, the other teams whispered among themselves what they’d like to do. Often, they ignored most of what the active player said.
As facilitator, I tried to get them to work more together but it only really occurred once when the Carana player drew the Coordination Card that allowed them to resolve an event at the end of their turn. The Carana group fared the worst out of all of the players as they were the target of Locally Engaged Staff as well as inundated with mostly Shelter for the duration of the game. At one point, they stood at the front of the table looking at the UN and the NGOs in the Media Outreach box and said something to the effect of,
“You know, we should put someone there to force them to actually play the game.”
The role of the media in this game influenced what the players did far more than any game I have played, solo, team-based, or with my wife. That it came to matter for a room full of students in a technology-based course was not surprising.
PaxSims concentrates on wargame and simulation use within those disciplines that concern themselves with conflict, peacebuilding, and development. However, there is incredible opportunity outside those realms with AFTERSHOCK Rex’s game a unique opportunity for teaching and learning. The tensions, the randomized interaction between the groups, and multi-dimensional thought processes the game requires will loosen up that undergraduate fear of speaking aloud. AFTERSHOCK will help your students see unique perspectives that cannot be taught or learned in a book.