Simulations let you rehearse decisions before a real urgency. They are not tests of personal worth or a way to maximise stress. Use fictional data and an authorised setting, then practise spotting pressure, regulating, deciding, communicating, and reviewing.

First, Marta's team must update leadership at 11:00 while incident impact is still unconfirmed: separate facts, hypotheses, and questions; pause; make a clear technical request; and prepare SIR messages for operations and leadership. Second, rank a user-blocking error, tomorrow's presentation, and a routine query when only two people are available; communicate what pauses. Third, turn disagreement over reducing review into options with visible risks, a decision-maker, mitigation, and review time.

After each simulation, discuss signals, missing facts or dependencies, the explicit priority, message quality, and one system improvement. Describe observable conduct, not global labels such as “good under pressure”.

Design a ten-minute fictional scenario with a deadline, uncertainty, and dependency. Keep the resulting sheet for self-assessment.

Simulations join the entire course method and reveal both individual skills and system changes.

Rehearsal reduces improvisation. Next, evaluate which strategies and conditions need adjustment.