The Flagship Immersive Team Simulation
Save the Titanic gets your team deciding faster — together, under pressure
Your team walks out deciding faster and aligned on what matters — because they spent the session making real calls under pressure, not hearing about teamwork.
A short call, shaped to your team and goals. No pitch.
710
leaders in one global rollout
30–40%
faster decisions (ArcelorMittal)
1,000
participants in a single session
25+
years, across 6 continents
Run with leadership teams at
Why most team development doesn't stick
Most offsites feel good on the day and fade by Wednesday. A personality assessment labels how people behave and stops there. An escape room is fun, and nobody can draw the line back to the real work on Monday.
The gap is always the same. Teams hear about how they should work together. They rarely get to see how they actually do — under pressure, with something on the line.
Save the Titanic closes that gap. Your team doesn't hear about decision-making. They do it, under real pressure, then see exactly how they did it — and change it.
What it is
It's April 14, 1912. The R.M.S. Titanic has struck an iceberg. Your team are the Senior Officers in the wheelhouse and radio room. You have minutes to make decisions that ripple through the next 24 hours.
What's the emergency? Where are the lifeboats? Who do you trust? What do you tell the passengers? And the real question underneath it all: how does your team think and act together when stakes are high and information is incomplete?
Your team discovers how to think, not what to think. Every group faces the same scenario. No two teams choose the same path.
Duration
3.5 to 4 hours, standard
Format
In-person, digital, or hybrid
Participants
Teams of 5–7. Up to 1,000 in a single session.
Ideal for
Leadership teams, cross-functional groups, departments, and company-wide events.
Six key learnings
What your team discovers.
Creating Context
How great teams set the conditions for success before the work starts.
Stop Killing Ideas
Why the teams that win are the ones who protect good thinking early.
Capturing Ideas
The systems that turn scattered thoughts into a plan everyone can act on.
Layering (Yes And)
How to build on what works instead of replacing it every time.
Root Cause Analysis
Finding the real problem instead of treating the symptom.
Problem = Solution
The insight that shifts how your team meets every obstacle after.
How it unfolds
Briefing
Your team arrives in 1912. The story is set. Each role is clear. The pressure is real. You gather in the Titanic's wheelhouse.
Act 1: The Challenge
The iceberg has hit. Your team has incomplete information and competing priorities. You decide what to do. No one tells you the answer.
Debrief: The Discovery
What happened, and why did your team choose that path? Your facilitator makes the pattern visible — how you think and decide together.
Act 2: The Application
Back to the wheelhouse. Same scenario, new awareness. Your team applies what they saw in Act 1 and feels the difference.
Final Debrief: The Commitment
What will your team do differently on Monday? Your team names one clear action and carries it back to the real work.
ArcelorMittal — Global Leadership
710 leaders. Decisions 30–40% faster.
ArcelorMittal ran Save the Titanic across their global leadership population. 710 leaders went through the same pressure, the same decisions, and the same debrief — and decision-making speed improved 30 to 40%.
Why Save the Titanic works
Real stakes
Sound, lighting, uniforms, and props make the scenario immersive. Your team's brain treats the pressure as real, because in the room it is.
No scripts
Your team makes every call. There is no right answer waiting to be found. That forces real thinking, not following.
Immediate debrief
The insight lands while it is fresh. Why did your team do that? What were you assuming? How did you decide? Your facilitator connects the dots.
Direct transfer
How your team thinks together under pressure in 1912 is how they think together at work. The experience names that link out loud.
Compare your options
Common questions
How long is Save the Titanic?
The standard experience runs 3.5 to 4 hours. It includes the briefing, two acts, and two debriefs. We can shape the timing around your agenda and group size.
How many people can take part?
Teams of 5 to 7 work best. A single session scales from one team to your full leadership population — up to 1,000 participants at once. ArcelorMittal ran 710 leaders through it.
Can you run it virtually?
Yes. Save the Titanic runs in person, fully digital, or hybrid. The pressure, decisions, and debriefs hold up in every format.
How is this different from an escape room?
An escape room ends when you find the answer. Save the Titanic has no single answer. The point is not to win — it is to see how your team decides together, then do it better. The debrief, not the puzzle, is where the value is.
How is it different from a personality assessment?
An assessment labels how people behave. Save the Titanic shows your team behaving under real pressure, then changes what they do in Act 2. Your team practices the new behavior, not just reads about it.
What will our team walk away with?
Six concrete learnings about how they think and decide together, a shared language for the work, and one clear action they commit to before they leave the room.
Who facilitates the experience?
An experienced Learn2 facilitator. Doug Bolger has led Save the Titanic for over 25 years across 6 continents, for Fortune 500 teams, and in partnership with Duke Corporate Education and Korn Ferry.
How do we bring it to our team?
Book a short walkthrough. We will talk through the experience, your goals, and your group, then shape a session that fits. Most teams run it within a few weeks.
Bring Save the Titanic to your team
Book a short walkthrough. We'll talk through the experience, your goals, and your group, then shape a session that fits. Most teams run it within a few weeks.
Book a walkthroughNot sure which experience fits? Answer three questions and we'll point you to the right one.