Change Management Simulation

Formulaic Approach
– Off-the-Shelf solutions or change agent’s preferences
– Implementation strategy
– Change outcomes
Context-Sensitive Approach
– Change-context
– Implementation strategy
– Change outcomes
Simulation Model
– Change Context: Environmental sustainability in a high or low urgency situation
– Player’s Authority: Mid level Manager or CEO
– Change Strategy: 18 Change Levers
Reactive Change
Closing Performance Gap (What is and what should be)
Proactive Change
Closing an opportunity gap (What is and what could be)
Stages of Adoption
1) Awareness
2) Interest
3) Trial
4) Adoption
Awareness
– Target’s old routines are challenged with new routines
– Target becomes aware of the proposed changed
Interest
– Target becomes curious about the change
– Target becomes more open to new information
Trial
– Target begins to experiment with the proposed change
– Target assesses the costs/benefits of the change and potential future success
Adoption
– Target replaces old routines with new routines
– Target becomes advocate for the change initiative
Organizational Change Phases
– Mobilization Phase
– Movement Phase
– Sustain Phase
Mobilization Phase
(Unfreeze)
– Make the case for the change initiative
– Build the organizational capacity for change
Movement Phase
(Change)
– Build Momentum for Change Initiative
– Preserve and continue to build organizational capacity for change
Sustain Phase
(Refreeze)
– Institutionalize change initiative
Learning Objectives
– Practice diagnostic and action-planning skills
– Gain insight into change resistance, learn to overcome
– Identify key contextual contingencies
– How and when to choose change strategies and tactics
– Identifying common missteps of change agents
Radical Change
– Game-changing
– Short amount of time
– Upheaval across departments
– Critical for long term survival of company
– Change in approach to corporate social responsibility
Incremental Change
– React to change in industry trend and customer demand
– Changing market conditions
– Critical to remain competitive
Political Frame
– Increase credibility
– Political frame
– Coalition building
– Interviews
– Recognize Adopter
Environmental
– Strengthen Horizontal Network
– Personal interviews
– Town Hall meetings
– Consultant approval
– External training
– Coalition building
Utilizing Frames
– HR
– Symbolic
– Structural
– Political
Common Missteps
– Simulation awareness
– Speed
– Timing
Forces for Change
– Direct Costs
– Saving Face
– Fear of the Unknown
– Breaking routines
– Incongruent systems
– Incongruent team dynamics
Resistance to Change
– Anger
– Active or Passive Aggression
– Withdrawal
– Fear or Loss
Costs to Change
– Change in reward structure
– Power shifts
– Requirements for new competencies
– Need for new relationships
– Challenge to identity
– Require time and energy
Key Process Choices
– Build credibility
– Communication plan
– Build coalition
– Pace and involvement
– Training
– Build organizational capability
Enabling Change Levers
– Credibility
– Communication
– Training
Substantive Change Levers
– Technical
– Political
– Cultural