Educating in Uncertainty: Simulators to Train Adaptive Leaders

More and more universities and companies are using digital and immersive simulators to prepare executives for crises, ethical dilemmas, or uncertain environments.

We live in an era where the only certainty is uncertainty. In VUCA environments (volatile, uncertain, complex, and ambiguous)—or even BANI (brittle, anxious, non-linear, and incomprehensible)—leaders can no longer train solely with static case studies. Inspired by flight simulators, more and more universities and companies are turning to digital and immersive environments that allow practicing decision-making under pressure, learning from mistakes, and strengthening adaptive resilience.

It’s no surprise that UNESCO and the World Economic Forum have identified ‘training for resilience’ as a global educational and leadership priority for 2024–25. In a world where systemic risks are intertwined, the ability to anticipate, adapt, and redesign strategies is essential. Cybersecurity is undoubtedly one of the areas that most tests adaptability and rapid response.

Organizations have long used crisis simulations at strategic, tactical, and technical levels: from tabletop exercises to immersive simulators or even unannounced war games to test real crisis committee response capabilities. Recent studies on cyber range platforms—such as SCORPION Cyber Range, which integrates gamification and biometric data analysis to adapt scenarios to user responses—point to increasingly refined and personalized training, with environments that allow practicing critical decisions under controlled conditions.

Beyond cybersecurity, simulators are also used to train soft skills with realism. In leadership and teamwork, companies like Spanish VRFP already offer solutions that immerse participants in fictional crises—for example, a leadership and team simulator that places users aboard a spaceship, facing challenges that require quick decisions, task coordination, and contextual adaptation.

These tools reproduce dynamics of tension, ambiguity, and conflicting interests: Who should you listen to when information is contradictory? How do you allocate resources when every front seems urgent? Participants don’t act on autopilot—they must navigate situational leadership, active listening, urgent delegation, and prioritization under stress.

In pedagogical literature, these simulations fall under the category of serious games, where the purpose is educational rather than entertainment. Clark Aldrich, a pioneer in educational simulations, argues that serious games and interactive simulations teach leadership and innovation skills better than many traditional methods. In these controlled environments, participants can pause, reflect, receive feedback, compare decisions, and retry variations—cultivating the so-called ‘adaptive muscle’: the ability to adjust strategy as context changes.

Some educational innovation programs, such as Akademia by Fundación Innovación Bankinter, have incorporated simulations specifically designed for dilemmas in sustainability, reputation, or artificial intelligence. An interesting example is the role play for exploring AI futures, which allows developers and policymakers to reflect on ethical impacts, governance, and social risk scenarios.

In management fields, business simulators have proven effective for years because they foster deeper learning by connecting emotions, decisions, and outcomes—not just theoretical knowledge. Integrating simulations as practical complements allows participants to experience tension and uncertainty before taking on real roles. It’s not enough to offer adaptive leadership theory; we must provide dynamic experiences that strengthen the conviction that the future is already here.

Cybersecurity simulators, immersive leadership environments, and future-focused role plays are not passing trends—they are key tools for educating in uncertainty. Preparing leaders not with certainties, but with the ability to navigate the unknown.