Every company goes through change. Sometimes theres little change, and sometimes change comes quite often. If we had to point to one area of a company that seemingly is constantly changing, it would be the Information Systems Department. This comes as no surprise as technology is constantly changing, be it systems, networks, phones, etc. And to stay competitive, companies must change and adopt new technologies.
But change can be difficult. Often there is internal resistance and therefore we need to get buy-in and acceptance for the project to complete successfully. Because most change happens via the Information Technology (IT) department, they often find themselves as change agents, that is, IT has to run the project while implementing new systems. Because of this, we are now introducing you to a change management simulator where you will be leading a change management project.
The simulation attempts to capture both the complexity and dynamic unfolding of events associated with large-scale change. To be successful, you have to figure out how to move the organization through three fundamental, organization-level change phases: (1) mobilization, (2) movement, and (3) sustain. To do so, you must seek to influence nineteen key stakeholders, or change targets (mostly members of the top management team), through four individual-level change stages: (1) awareness, (2) interest, (3) trial, and (4) adoption Some of the change targets are receptive to change, while others are not. Finally, you must determine the proper usage and timing of the eighteen change levers available to you in the simulation. The impact of a lever depends on the urgency of the situation, the power and credibility of the change agent, the network position of the change target, and the phase of the organizational change process. With each round of play, you receive feedback about the impact of your lever choices on the change agents organizational-level change, individual-level change, and personal credibility. All of this is incredibly important when either being on a project team, or being a project manager.
There are 4 scenarios to complete. You must complete scenario one before you can move on to scenario two, and so on.
Please review all the documents within the simulator before proceeding with the simulation.
The simulation takes about two (2) hours to complete. You are responsible for all four scenarios and reaching critical mass (you will understand this after you review the sim).
You are graded on your individual efforts in the simulator and your reflection paper. The top 5 students will receive 100 towards the simulator points, students in the 94-90 rank in simulator will receive 90 points. All others will receive 85 towards the simulator. The reflection paper will add or subtract from this. For example if you got a 90 in simulator and 100 on the paper, you would have a 90. If you got a 90 in simulator and 70 on the paper you would have an 80.
You are competing with the class, your Facilitator will post the class's results next week. Have fun with the simulation! Simulations allow you to experience life-like situations without all the consequences of real life.
As you go through the 4 scenarios in the simulator, take notes, maybe even screen shots. When you have finished all 4 scenarios, create a 1100 words change management reflection paper describing:
How did you feel running the change management project?
Compare your results from the 4 scenarios. Which scenarios were you successful? Why? Did you have any failed scenarios? Why?
What worked and what did not work?
Were there any common missteps?
Did you take time to diagnose and strategize before you began to act?
What was your experience with the simulator? Did you like it, dislike it?
Do you feel more or less prepared to run a project of change now?
Anything else?
Full Answer Section
Feelings During the Project
Running the change management project was a dynamic and engaging experience. There were moments of frustration when scenarios didn't unfold as planned, but also moments of satisfaction when successful strategies led to increased stakeholder buy-in and organizational change. The constant need to assess the situation, choose appropriate levers, and adapt my approach kept me engaged and challenged throughout the simulation.
Scenario Comparison
- Successful Scenarios: The scenarios where I achieved critical mass were characterized by a strong focus on the "mobilization" phase. This involved building awareness, establishing a compelling vision for change, and leveraging the credibility of influential stakeholders. Additionally, tailoring communication strategies to individual needs and using a combination of rational and emotional appeals proved effective.
- Failed Scenarios: Scenarios that resulted in failure often lacked a clear diagnosis of the situation and stakeholder needs at the outset. Rushing into action without proper planning or relying solely on top-down communication approaches were detrimental. Building trust and addressing concerns early on were crucial for success.
Insights from Successes and Failures
- Importance of Diagnosis: Taking time to analyze the situation, including stakeholder resistance and power dynamics, was crucial for crafting an effective strategy.
- Targeted Communication: Tailoring communication to individual needs and preferences (e.g., data-driven arguments for analytical stakeholders, emotional appeals for those focused on impact) was key.
- Building Trust: Establishing trust with stakeholders through transparency, open communication, and addressing their concerns fostered a more receptive environment for change.
- Leveraging Champions: Identifying and engaging change champions within the organization who could advocate for the project was highly beneficial.
Common Missteps
- Rushing into Action: Skipping the diagnosis and planning phases often led to suboptimal lever selections and wasted resources.
- One-Size-Fits-All Communication: A generic communication strategy failed to resonate with diverse stakeholders and their individual needs.
- Underestimating Resistance: Not anticipating and proactively addressing resistance from certain stakeholders hampered progress.
Planning and Adaptation
The importance of both planning and adaptation was highlighted throughout the simulation. While a well-defined strategy was essential, remaining flexible and adjusting tactics based on stakeholder feedback and the evolving situation was crucial for success.
Simulator Experience
The change management simulator was a valuable learning tool. The interactive nature allowed me to experiment with different approaches and experience the consequences firsthand. The feedback provided after each round was insightful and helped me refine my strategies for subsequent scenarios.
Increased Preparedness
The simulation has definitely enhanced my preparedness to lead a change management project. I now have a deeper understanding of the importance of stakeholder analysis, targeted communication, and building trust. Additionally, the experience emphasized the need for continuous diagnosis, adaptation, and a data-driven approach to decision-making.
Additional Observations
The simulation could be further enhanced by incorporating unforeseen events that require real-time adjustments to the strategy. Additionally, including metrics beyond "critical mass" to measure the effectiveness of the change process (e.g., employee morale, cost savings) could provide a more holistic view of success.
Conclusion
The change management simulation proved to be a valuable learning experience. It highlighted the complexities involved in leading change initiatives and the importance of a well-defined strategy, effective communication, and continuous adaptation. I feel significantly more prepared to navigate the challenges of change management in the real world, thanks to the insights gained from this simulation.