There is no cheat code or hack to human behaviour but we can learn from the science of how we think and how we make decisions.
Why we use this: It frames the two systems that drive how we think—fast, intuitive System 1 versus slower, deliberative System 2—so we can design immersive scenarios that engage System 1 instead of relying on logical slides alone.
Why we use this: It reminds us that the opposite of a good idea can still be a good idea—and that over-relying on logic often undermines human engagement, which is why we prioritize felt experience in rehearsal, not just explanation.
Why we use this: High-production stories about behavioural economics and irrational choices help us ground scenarios in how people actually decide under ambiguity—the same friction we recreate in the room.
Why we use this: It is built around strategic communication when you are put on the spot—clarity, anxiety, and speaking without a script—which lines up with how we coach people inside the Chaos Simulator and rehearsal.
Why we use this: Performance rises with arousal up to a point—so we use theatrical pressure to find your team’s productive edge instead of staying stuck in either boredom or panic.
De-escalation, negotiation, and what happens inside high-pressure scenarios.
Why we use this: Negotiation is treated as emotional and psychological work, not a spreadsheet—which mirrors how we run The Rehearsal Room: labels, tension, and listening under heat.
Why we use this: It surfaces unconscious patterns and biases that show up in workplaces—exactly the subtext we make visible when actors push back in scenario work.
