The author's personal journey regarding simulation and gaming started about 25 years ago when he happened to realize how powerful computerized simulation could be for organizational change. The metaphors created by computerized simulation enabled him to transform a stagnant university into a high-performance organization. Through extensive surveys, the author found that gaming/simulation could be most effective for organizational learning. In 1997, Professor Duke gave him a rare opportunity to acquire the tacit knowledge about developing policy exercises. The author started to create policy exercises for Japanese companies, a national agency, and local authorities. On the basis of his gaming experience, he believes that the key success factors of effective policy exercises for organizational learning are confidence and trust that the exercise designer can win by addressing two key elements: participation and transparency. (Contains 3 figures.)