Analyzes how 20 groups of management specialists in charge of a computer-simulated company behaved when confronted with complex problems that arose. Difficulties stemmed from an incorrect use of available knowledge, a tendency to avoid risks and reduce uncertainty, and a motivational process which sheltered the subjective sense of competence. (AEF)

In this article, the authors introduce a new feature to model the collective bargaining process: a two-level game setting with direct learner-expert interaction. In the simulation ZUG UM ZUG 2015, participants form union and management negotiation teams to negotiate with each other (first level) and with a management or union "tariff…