Role Playing (RPG)

keeps up with the educational expectations when resources are limited

and keeping pace with technology is difficult. RPG uses active learning
and real-world situations as a viable learning option.

RPG is based around collective storytelling, with an environment, characters

RPG to create the action, and elements of chance inherent in the action of a game.

For geography, the storytelling revolves around a current event, or a

concept that embodies real world issues. Framed as the BGQ, the issue
becomes the basis for a geographic inquiry.

The issue has an environment, the human and physical landscape. The
stakeholders associated with the event are the characters. Chance allows
students to use HOTS to deal with possible scenarios within the story.

RPG advantages include:

t
motivating students by making learning fun
t
dealing with important basic geographic concepts
t
structuring geographical material into meaningful frameworks
t
producing a deeper understanding of complex geographical processes
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making sense of real world situations by removing complexity deterrents
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understanding the decision-making process
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conveying factual material through games
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producing better memory retrieval
t
transferring essential knowledge to other situations

Setting Up the Role Playing Game (RPG)

1. Identify the Topic by taking a current event that links to a curricu-
lum expectation(s) and turn it into the BGQ to challenge the students.
Controversial subjects will motivate and involve students. Consider a
topic that has multifaceted issues.

2. Frame the BGQ into learning outcomes. Here, the intent is to achieve
a deeper understanding of a complex issue. Eliminate the background
noise. Simplify the real world issue to abstract the key geographical ele-
ments. This may result in a series of subquestions, which will help frame
opportunities for the students to answer the BGQ. The RPG is a game,
but a game with geographical purpose.

The students will be expected to:

t
identify the geographical concepts
t
apply geographical concepts such as the 5 Themes, BAP, ...

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3. Determine the Stakeholders by identifying the characters that will bring to the fore the geographi-
cal concepts and learning outcomes that will get the students involved and applying HOTS.

4. Establish the Stakeholder Agendas. Reduce background noise while allowing the students to re-
search a topic in depth. Or, supply the students with concrete information and clear role descriptions so
that roles will be played with confidence. Include a cue card with a fictitious name, status, age, personal-
ity, and fictitious interests and desires. Let students identify with the characters.

Let the students state the problem(s) without giving any solutions.

5. Assign the Roles by asking for volunteers or assign roles to students best suited to generate reactions
and discussions. Student abilities and the personalities are key.

If there are not enough roles, assign roles to pairs of students, or use small group settings.

The teacher is the moderator or becomes as unobtrusive as possible, listening to students’ comments
for later embellishment, or assessing work habits. Avoid intervening in a RPG with corrections to avoid
discouraging the students.

6. Follow-up with a debriefing. Avoid analyzing all mistakes. Students will have a feeling of satisfaction
which could disappear by analyzing every mistake. Build confidence for other RPGs.

Follow-up by asking every student’s opinion and welcoming their comments. By doing something cre-
ative and fun, the teacher can tackle low motivation, behavioural issues, any unwillingness to learn, and
provide an outlet of expression.

See the following Jigsawing example, which uses the RPG, Westco (pp. 108-115).

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 Jigsawing
organizes the classroom into groups of students with an assignment that is
broken into pieces. The groups assemble the pieces to complete the (jigsaw)
assignment. Students are dependent on each other to succeed.

Westco: Locational Geography

Jigsawing To understand jigsawing follow the example below. The BGQ to be
solved is: Where is the best location for a pulp and paper mill (Westco) given
eight choices?

ACTIVITY: Review of Prior Knowledge Procedure

1. Use a map of Canada to:
t
identify the vegetation zones of Canada
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locate Corner Brook NL, Dartmouth NS, Edmunston NB, Trois
Rivieres PQ, Thunder Bay ON, Prince Albert SK, Grande Prairie AT,
Vancouver BC
t
link the mill sites to key transportation networks: rail lines, St. Law-
rence Seaway, and Atlantic/Pacific shipping routes
The Company 2. Demonstrate an understanding of how the natural vegetation influ-
ences economic activities, such as transportation, employment opportu-
nities, ... in the selected cities.
3. Review the forest industry as a renewable resource and explain its
relationship to the Canadian economy.
4. Review decision-making and problem-solving techniques.
The Subgroups
ACTIVITY: Short Listing the Choices by Jigsawing
1. The students are to form groups of five. Assign the following roles
(see pages 110-114): President, Treasurer, Production Manager, Sales
Manager, and Personnel Manager.
2. The students are to meet by their assigned roles (e.g. presidents meet
with presidents, ...). Each subgroup determines the best site for Westco by:
t
identifying the locational requirements
suited for each role
Reconvened t
developing a short-list naming the top
Companies three sites
t
preparing a report with the supporting
evidence

ACTIVITY: Site Analysis

1. Reconvene the Company. Each member
explains his/her short-list to the other
members of the company and the locational
requirements needed.
2. The Company uses an effective decision-
making strategy (see Decision-making
Matrix, page 115) to select the best site for
Westco with suitable support.

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109
 Westco Roles
WESTCO: President’s Profile
You have had a great deal of previous experience working in a competing
firm. You are well aware that there are many different factors which must
be considered in making a wise choice of location. To ensure the best pos-
Westco sible location, you want all of your team members to agree unanimously
on the final choice. Each member, including yourself has one vote. You
will be called upon to support your decision to Westco’s stockholders.

You believe that the firm would be best located some distance from your
competitors, but have a strong local market. However, you realize that
the markets are specifically in the large cities of Southern Ontario and
the Northeastern USA. These areas are expected to experience the great-
est growth in demand for the next 25 years. Therefore, you must locate
as close to these areas as possible.
GeoStrategy

You must also consider a personal desire, like a number of your close
relatives, including your favourite grandchildren, live in Vancouver.

Additional locational information to be considered:

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The mill will be medium-sized
t
Raw materials will need to be secured
t
Processed pulp and paper is sold throughout North America
t
800 people will work in the mill and woodlands employees.
t
A high proportion of the employees must be semiskilled.
t
Workers not found in the area must be enticed to the mill

Cities under consideration include:

Corner Brook, NL Dartmouth, NS Edmunston, NB Trois Rivieres, PQ
Thunder Bay, ON Prince Albert, SK Grande Prairie, AT Vancouver, BC

City Local Competitors City Local Competitors

Thunder Bay ON 1 Dartmouth, NS 1
Trois Rivieres PQ 2 Edmunston NB 1
Vancouver BC 2 Grande Prairie AT 1
Corner Brook NL 1 Prince Albert SK 1

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Westco Roles
WESTCO: Personnel Manager’s Profile
As Personnel Manager, you are responsible for obtaining an adequate supply of labour to operate the mill.
Qualified workers must be available at a reasonable cost (Wage Cost Index). The wage costs for each city
from 1 - Low to 5 - High are below. A city’s high cost of living causes higher wages. Similarly, a city having
difficulty finding workers (Labour Supply Index) means higher wages are used to attract outside labour.

The Provincial Gross Domestic Product (GDP) is a measure of the economic activity and production
which takes place within each province. GDP measures the value of all goods and services against costs
such as the depreciation of capital assets (buildings, machinery and equipment). A high GDP reflects
‘good things’ happening, especially with worker productivity.

Climate is an employment factor. It is easier to recruit to a milder climate and the many more recreational
pursuits. Consequently, the Climate Severity Index (1 - Low Severity to 5 - High Severity) should be con-
sidered along with employment. A happier labour force is a productive labour force.

Additional locational information to be considered:

t
The mill will be medium-sized
t
Raw materials will need to be secured
t
Processed pulp and paper is sold throughout North America
t
800 people will work in the mill and woodlands employees.
t
A high proportion of the employees must be semiskilled.
t
Workers not found in the area must be enticed to the mill

Cities under consideration include:

Corner Brook, NL Dartmouth, NS Edmunston, NB Trois Rivieres, PQ
Thunder Bay, ON Prince Albert, SK Grande Prairie, AT Vancouver, BC

City Wage Cost Index Labour Provincial GDP Climate

Corner Brook, NL
Dartmouth, NS
Edmunston, NB
Grande Prairie, AT
Prince Albert, SK
Thunder Bay, ON
Trois Rivieres, PQ
Vancouver, BC
Supply Index Severity Index
4 2 1 4
2 3 1 2
3 3 1 3
5 4 5 4
4 4 5 4
4 2 3 4
3 3 2 3
5 5 4 1

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 Westco Roles
WESTCO: Profile/Treasurer
As treasurer of the organization, you believe that any good decision
requires a long, hard look at the profits. A long term profit is nice but a
substantial profit in the short term is essential. Cities which promise
Westco the greatest immediate profit for the company must be considered.

In order to increase Westco’s short term profits, the mill must be in a loca-
tion with good bank contacts for financing and profit investment. Mu-
nicipal taxes, licensing, and water and power costs should be low (1 Low to
5 High). However, consideration must be given to government subsidies
that are available in underdeveloped areas.

A further consideration is air quality. Westco is a green company. It wants a

pleasant working environment for the employees and wants to be in a position
GeoStrategy

to profit from the environmental movement. The air quality index (1 Low to 5
High) is indicated below.

Additional locational information to be considered:

t
The mill is medium-sized
t
Raw materials obtained from the company timber limits and trans-
ported to the mill
t
Processed pulp and paper sold to major newspapers in Canada and
the United States
t
Total employment of 800 people, mill and woodlands employees
t
A high proportion of the employees must be semiskilled
t
Workers not found in the area must be enticed to the mill

Cities under consideration include:

Corner Brook, NL Dartmouth, NS Edmunston, NB Trois Rivieres, PQ
Thunder Bay, ON Prince Albert, SK Grande Prairie, AT Vancouver, BC

City Municipal Available Air Quality Property

Business Financing Crime
Taxes, Licens- Index
ing, Water,
Power
Corner Brook, NL 2 2 1 1
Dartmouth, NS 4 4 3 3
Edmunston, NB 2 2 2 2
Grande Prairie, AT 2 2 3 3
Prince Albert, SK 3 2 2 3
Thunder Bay, ON 4 3 1 3
Trois Rivieres, PQ 4 4 3 3
Vancouver, BC 5 5 3 4

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Westco Roles
WESTCO: Sales Manager’s Profile
You are in charge of the sales. You have great faith in the quality of your product. You are also confident
that your sales team can outsell any of your competitors, no matter what the location of the mill is.
However, the best location, near the market, will help supply your customers and outsell the competi-
tion. Being near the market lowers distribution costs, while maintaining competitive prices.

A good local market helps but the real market is the Northeastern United States and the Quebec-Wind-
sor corridor. Consequently, good airline connections to reach a potential customer quickly is important.
Wasting unnecessary time waiting in airports hurts sales. Moreover, good airport connections will help
the sales team to spend more time with their families. Happy workers are productive workers!

Additional locational information to be considered:

t
The mill will be medium-sized
t
Raw materials will need to be secured
t
Processed pulp and paper is sold throughout North America
t
800 people will work in the mill and woodlands employees.
t
A high proportion of the employees must be semiskilled.
t
Workers not found in the area must be enticed to the mill

Cities under consideration include:

Corner Brook, NL Dartmouth, NS Edmunston, NB Trois Rivieres, PQ
Thunder Bay, ON Prince Albert, SK Grande Prairie, AT Vancouver, BC

City Sale by Tonnes Costs per tonne Airport Airport

Accessibility Index Congestion
Corner Brook, NL 1 2 1 1
Dartmouth, NS 2 2 4 2
Edmunston, NB 2 1 2 1
Grande Prairie, AT 3 2 1 1
Prince Albert, SK 3 2 1 1
Thunder Bay, ON 3 3 3 1
Trois Rivieres, PQ 5 4 1 -
Vancouver, BC 5 5 5 5

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 Westco Roles
WESTCO: Production Officer’s Profile
You must secure the necessary raw materials for the production of the
company's products. Your major concern is the shipping costs of wood
and chemicals. Since all chemical suppliers absorb transportation costs
Westco and sell at a uniform delivered price regardless of location, wood costs
must be minimized.

The other shipping costs are associated with getting the finished product to
market. Being close to the market is a real plus. Otherwise, transportation
by road, rail, and water must be considered. Since it is easier to ship large
quantities in bulk, the greater the bulk the more product can be carried.
Therefore, road costs are the highest and decrease with rail and then, water.
In addition, low cost electricity must be available.
GeoStrategy

Your other major worry is having a hard working, productive labour

force. You are well aware that Personnel is very concerned about wage
rates and less so with productivity. However, you believe this viewpoint
is short-sighted because labour productivity, as reflected by the provin-
cial GDP, is critical to a profitable operation.

Additional locational information to be considered:

t
The mill will be medium-sized
t
Raw materials will need to be secured
t
Processed pulp and paper is sold throughout North America
t
800 people will work in the mill and woodlands employees
t
A high proportion of the employees must be semiskilled
t
Workers not found in the area must be enticed to the mill

Cities under consideration include:

Corner Brook, NL Dartmouth, NS Edmunston, NB Trois Rivieres, PQ
Thunder Bay, ON Prince Albert, SK Grande Prairie, AT Vancouver, BC

City Power Costs Shipping Shipping Provincial

Costs Costs GDP
Raw Materials Finished
product
Corner Brook, NL 2 2 4 2
Dartmouth, NS 3 4 2 2
Edmunston, NB 3 2 3 1
Grande Prairie, AT 4 1 4 5
Prince Albert, SK 2 1 4 4
Thunder Bay, ON 4 2 2 3
Trois Rivieres, PQ 1 4 1 4
Vancouver, BC 2 5 1 3

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Decision-Making Matrix
Rating Top Locational Criteria
Scale 1 2 3 4 5 6 7 8 Total
Scores
4 Great
3 Good
2 So So!
1 UGH!!
Westco
Sites
1
2
3
4
5
6
7
8

Procedure
1. In the column, Westco Sites, list the locations under consideration for the pulp and paper mill.
2. In the columns, Top Locational Criteria, list the eight most important reasons for considering a site.
3. Using the Rating Scale (1 - ugh to 4 - great), rate each Westco site against the first criteria. Scores can
be duplicated if students feel that sites are equal.
4. Using the same procedure as #3, continue to rate each site against the criteria.
5. Total the scores.
6. The highest score should provide an indication of the best site. The criteria provide the rationale for the
selection. Students may want to adjust the scores and consider other criteria to fine tune the final selection.
7. Present the findings with rationale.

Decision-making Wordle. Go to www.wordle.net/

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