Adaptive Leader

Developing Adaptive, Higher Performance Teams, Leaders and Organizations

Our Training & Development programs deliver immersive, experiential learning. Participants take ownership of critical leadership positions in our Adaptive Decision Games, experiencing and discovering key concepts for themselves.  These principles and skills are reinforced through individual or group After Action Reviews, with decisions critiqued and alternative decisions and options shared. The facilitator then brings it all together by introducing relevant theory and building blocks to develop a common language and understanding.

Adaptive Leader focuses on helping you develop the right kind of leadership and decision making skills within your organization. We are a leader in the application of well-proven, cutting-edge Outcomes Based Training and Education (OBT&E).

All our workshops are interactive and guaranteed to keep participant engaged.


What are Adaptive Decision Games?


  • Outcomes Based Training & Education

    First developed by Colonel Casey Haskins at Fort Benning, Georgia, OBT&E's develops individual confidence, initiative, and accountability in addition to mastery of specific skills. While most training focuses on drilling students to a basic level of performance, with OBT&E the focus is on the total outcome of a task or event rather the particular way it was achieved, encouraging the development of tangible skills and intangible attributes such as creativity and judgment. OBT&E looks for leaders who can deliver results and navigate obstacles with little or no oversight from higher management. OBT&E is best described as “developmental training,” focusing on development of the individual within the training of a task. Leadership training commonly uses the old competency-based model, a legacy of the Industrial Age and increasingly inadequate to the task of preparing leaders in the Information Age. The key disadvantage of competency-based training is an emphasis on quantity rather than quality of output - the old assembly-line approach first developed by Frederick Taylor at the end of the nineteenth century. The concepts of order and control are central to these programs, fostering a rigid leadership culture and style ill prepared to handle change or adjust to the inevitable competitive reactions. Leader development for the 21st century must be based on quality, not quantity, at every leadership level.
  • The Five Principles of OBT&E

    • DEVELOP PROBLEM SOLVING teaching students to teach themselves the skills necessary for success • BUILD CHARACTER developing the intangible attributes of confidence, accountability, and initiative. • INCREASE AWARENESS & UNDERSTANDING through contextual presentation of a task and role. • DEVELOP DELIBERATE THOUGHT to condition leaders to always exercise a deliberate thought process while under stress. • IMPROVE PERFORMANCE to prepare leaders to overcome the psychological and physiological stresses of high-risk decision making.
  • From Pestalozzi to Bjork

    Dr. Robert Bjork, (Dean of the School of Psychology at UCLA) is at the forefront of Behavioral Learning Science and coined the term "desirable difficulties" in the context of embedding learning. His work can be summed up as follows: Training and Development conditions intended to make performance improve rapidly often fail to support long-term retention and transfer of knowledge, while conditions that create difficulties for the learner - deliberate obstacles that must be overcome - slow the rate of learning and improve long-term retention and transfer.