When teams make decisions: How business simulations make team dynamics visible
Simulations such as MARGA combine business learning with the development of soft skills and team competence and can be flexibly integrated into talent programs, leadership development, or team development initiatives. Team dynamics are not only described theoretically, but they also become visible and directly experienceable.
When teams make decisions: How business simulations make team dynamics visible
Successful teams do not emerge by chance. In every collaboration, certain roles develop naturally: some people take responsibility and provide direction, others analyze data or develop strategic perspectives, while others ensure that discussions stay structured and decisions are implemented. These team dynamics are essential for team performance, yet in everyday work they often remain in the background.
For HR and personnel development, however, it is crucial to understand how teams really work. HR professionals usually see the results of projects or decisions, but rarely the processes behind them. Who takes the lead? Who contributes analytical strength? Who provides structure or enables constructive discussion? In day-to-day business, these questions are often difficult to answer.
Business simulations such as MARGA create a unique level of transparency. Participants jointly manage a virtual company, make strategic decisions, and take responsibility for economic success. In this realistic decision-making environment, it becomes immediately visible how teams collaborate and which roles emerge within the group. Because participants must make decisions together and their results are directly measurable, a dynamic develops that closely resembles real situations from everyday business life.
Team roles do not arise from predefined instructions, but from the collaboration itself. There is no fixed team leader and no formally assigned responsibilities. Instead, teams organize themselves and develop their own way of working throughout the simulation. After a short time, it becomes clear that some participants take responsibility and structure discussions, while others focus more on analyzing figures or developing strategic perspectives. Others make sure that decisions are taken on time and that the team stays organized. These naturally emerging roles often reflect very realistically how participants behave in their professional environment.
From a scientific perspective, this role formation corresponds to well-known findings in team research. Particularly influential is the team role model developed by Meredith Belbin, which shows that successful teams consist of different roles that complement each other. In a business simulation, these relationships become especially clear because participants experience directly how strongly the quality of collaboration influences success.
The different roles described by Belbin can typically also be observed in MARGA:
The Coordinator ensures that the team works in a structured way and reaches joint decisions. In the simulation, this person often moderates decision rounds, summarizes discussions, and makes sure that all team members are involved. Especially in complex decision phases, this role is essential for efficient collaboration.
The Shaper brings energy into the team and pushes for decisions. In the simulation, this role becomes visible when time is limited or when the team gets stuck in long discussions. Shapers help the team stay action-oriented, although their direct style can sometimes lead to conflict when opinions differ.
The Plant contributes new ideas and thinks about long-term strategies. In the simulation, these are often the participants who propose new market strategies, discuss alternative approaches, or challenge existing decisions. Especially in strategic situations, creative thinking becomes a key success factor.
The Monitor critically reviews decisions and analyzes numbers and relationships. In the simulation, this role becomes visible when evaluating performance figures, assessing investments, or comparing results with competitors. These participants ensure that decisions are not only fast, but also well-founded.
The Implementer makes sure that decisions are translated into concrete actions. In the simulation, these participants often organize the decision process, keep track of deadlines, and ensure that all inputs are completed correctly. Under time pressure, this role is crucial for team performance.
The Completer pays attention to details and makes sure that no mistakes are made. In the simulation, this role becomes visible when checking inputs or reviewing decisions before submission. These participants help prevent disadvantages caused by small errors.
The Teamworker ensures a positive working atmosphere and supports cooperation. In the simulation, this role becomes especially important when disagreements arise. Teamworkers help resolve conflicts, create balance, and make sure that all team members stay involved.
The Resource Investigator brings new impulses into the team and looks for additional ideas or possibilities. In the simulation, this role often appears when exploring new strategies or comparing with competitors. These participants help the team remain open to new approaches.
The Specialist contributes in-depth knowledge in a particular area. In the simulation, this may become visible in financial decisions, cost calculations, or market analysis. This role is especially valuable when complex decisions require technical accuracy.
Teamwork at MARGA
MARGA programs can be specifically designed with a focus on teamwork and soft skills. In this training approach, management is treated explicitly as a team task. Participants make all decisions together and consciously reflect on their collaboration. The focus is not only on business results, but also on how decisions are made, how different perspectives are integrated, and how constructive cooperation can be achieved.
Experienced trainers support the teams and provide targeted feedback on communication, decision-making behavior, and collaboration. In this way, the simulation becomes a highly effective tool for developing team competence. Participants not only understand business relationships, but at the same time develop essential soft skills such as communication, cooperation, and decision-making ability.
For HR, this form of learning offers a special advantage. Simulations make it possible to observe behavior under realistic conditions. Participants must take responsibility, make decisions, and deal with uncertainty. This creates a very differentiated picture of competencies and development potential.
These observations complement traditional HR development tools with an important practical perspective. In business simulations, it becomes clear how participants behave. Leadership potential becomes visible, team roles can be identified, and development needs can be derived in a concrete way.
Simulations such as MARGA combine business learning with the development of soft skills and team competence and can be flexibly integrated into talent programs, leadership development, or team development initiatives. Team dynamics are not only described theoretically, but they also become visible and directly experienceable.
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