WethosAI for Education
Step into the case. Rehearse the decision.
WethosAI turns cases, coursework and real-world scenarios into Decision Simulations. Students make consequential decisions, defend them to the people affected and learn how different approaches change the outcome.
Business & Leadership example
Student recommendation
Acquire Halden Systems at 4.2× revenue
Elena
Finance
Adaeze
Integration risk
Victor
Board chair
Run 2
Approved
3 of 3 supported the recommendation
Illustrative scenario. Names and outcomes are fictional.
Try It
Choose a decision to rehearse.
Defend an acquisition recommendation to a board divided over valuation, integration risk and timing. Simulate how the board chair, the finance leader and the integration leader may each press the case.
Recommend whether to delay a procedure when clinical urgency, staffing constraints and patient expectations conflict. Simulate how the physician, the patient advocate and the hospital administrator may each weigh it.
Now piloting Decision Simulations with undergraduate and MBA students.
How It Works
From case study to decision rehearsal.
Start with an existing case, exercise or real-world scenario. Students assess the situation, choose a course of action and respond as stakeholders challenge their assumptions. Then they run it again.
Assess
Identify the decision, assumptions and risks.
Decide
Make and defend a recommendation.
Respond
Address objections, competing interests and new information.
Rehearse again
Change the approach and compare the outcome.
Human Context
Practice with human context.
Students encounter participants with different priorities, pressures and decision authority instead of receiving a generic chatbot response.
Modeled Stakeholders
Specific actual people represented using approved case, institutional or relevant available context.
Twins
Permission-based models developed directly with faculty, practitioners, executives or other participants.
Expert Agents
Domain expertise added to the simulation, such as regulatory, legal, clinical or cybersecurity expertise.
These models represent probabilistic patterns and possible responses. They do not predict exactly what a person will do.
By Discipline
Built for the decisions graduates face first.
Apply the same Decision Simulation model across professional programs while adapting the participants, constraints and learning objectives.
Practice the human side of the case.
Extend case-based learning, negotiation exercises, clinics and moot court with repeatable stakeholder simulation.
Example scenarios
Counsel a client against a risky course of action
A client wants to pursue a legally available strategy that carries financial and reputational risk. The student has to challenge the position and hold it under objection.
Negotiate across competing interests
Two sides want incompatible things and both have somewhere else to go. The student has to find the trade that holds.
Decide whether to litigate, settle or disclose
The facts support more than one route and each one costs something different. The student picks and defends it.
Test an argument with different stakeholder perspectives
The same argument meets a regulator, a board and opposing counsel. The student learns which parts survive each room.
Legal Education
- · Counsel a client against a risky course of action A client wants to pursue a legally available strategy that carries financial and reputational risk. The student has to challenge the position and hold it under objection.
- · Negotiate across competing interests Two sides want incompatible things and both have somewhere else to go. The student has to find the trade that holds.
- · Decide whether to litigate, settle or disclose The facts support more than one route and each one costs something different. The student picks and defends it.
- · Test an argument with different stakeholder perspectives The same argument meets a regulator, a board and opposing counsel. The student learns which parts survive each room.
Business & Leadership Education
- · Defend an acquisition to the board A board divided over valuation, integration risk and timing. The student makes the recommendation and answers for it.
- · Lead through organizational change A restructure that looks sound on paper and lands on people who did not choose it.
- · Respond to an ethical or reputational risk Something has gone wrong and the first account of it is the one that sticks.
- · Align executives around a strategic decision Four leaders who each agree with a different version of the plan.
Healthcare Education
- · Navigate a patient-safety escalation A concern has been raised, the chain of authority is unclear, and waiting has its own cost.
- · Communicate a difficult clinical decision The clinically correct call is not the one the patient or family expected to hear.
- · Balance operational, regulatory and patient priorities Staffing, compliance and a specific patient's needs point in three directions.
- · Lead through a high-pressure incident An unfolding situation where information is incomplete and the room is looking for a decision.
Evaluation
See how students reason, respond and adapt.
Faculty can review the student’s assumptions, recommendation, stakeholder responses, reflection and changes across repeated runs.
What to look for
- Judgment quality
- Communication
- Stakeholder awareness
- Response to challenge
- Adaptation after feedback
Faculty review
Run 2 of 2
- Recommendation
- Acquire Halden Systems at 4.2× revenue, funded from cash.
- Assumptions identified
- Synergy case holds only if churn stays under eight percent.
- Objections encountered
- No integration lead named; no plan for the first ninety days.
- Student reflection
- I led with strategic fit and treated the number as settled. The board treated it as the question.
- Changes from the previous run
- Opened with the number, named an integration lead, offered a ninety-day plan before being asked.
Setup
Use what you already teach.
Add an existing case, exercise or scenario.
Select the decision students need to make.
Add the relevant participants and expertise.
Set the learning objectives and reflection prompts.
Faculty control the content, participants, learning objectives and evaluation criteria.
Repeated Practice
Consequential decisions require more than one attempt.
Students can revise their recommendation, communicate differently or respond to new information. Each run shows how their reasoning and tradeoffs may change stakeholder support and outcomes.
Simulation Record
Business school · StrategyIllustrativeScenario
Defend an acquisition to the board
The board
Elena RuizModeled stakeholderBoard member, finance
Adaeze OkonjoModeled stakeholderBoard member, integration risk
Victor DelgadoModeled stakeholderBoard chair
The student’s position
Acquire Halden Systems at 4.2x revenue, funded from cash, closing before year end.
Run 1
Sent back/1 of 3 convinced
Objections raised
Ruiz: the 4.2x rests on synergies you have not defended.
Okonjo: you have no integration lead named and no plan for the first ninety days.
Reflection
I led with the strategic fit and treated the number as settled. The board treated it as the question.
Run 2
Approved/3 of 3 convinced
Objections raised
Ruiz: the synergy case holds if churn stays under eight percent. Show me the assumption.
Reflection
I opened with the number and what would have to be true for it to hold, named an integration lead, and offered a ninety-day plan before being asked.
Convinced
Not yet
Illustrative case participants. Names and figures are fictional.
Research
Study how judgment develops.
Explore how repeated simulation affects judgment, communication, negotiation and adaptation after feedback.
Give students experience before the decision is theirs.
Bring us a case, course exercise or real-world challenge. We’ll show you how students can practice the decision, stakeholder response and tradeoffs.
Not in education? See how enterprises use WethosAI.