by William Q. Judge and Linda A. Hill

For courses in:

Organizational Behavior Strategy Leadership

change Management simulation

power and influence

in this single-player simulation, students play the role of an internal change agent at spectrum sunglass company. They must implement an enterprise-wide, environmental sustainability initiative that will transform the Spectrum organization and the products it manufactures. To simulate the effect

of power and influence on change management, students play the simulation as a middle manager or a CEO and face a low-urgency or a high-urgency change situation. In all scenarios, they must convince a critical mass of key Spectrum employees to adopt the initiative and the resulting changes.

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Movement

1 3Organizational phase of adoption

prepare analyze decide

Change Management Simulation: Power and Influence

dashboard org. readiness lever impact network

Week24 Week 0 Week 24 Week 48 Week 72 Week 96

Your credibility:

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Number of adopters in the organizations

Students monitor their progress by reviewing where the organization stands on adopting the change initiative.

Making change

In each round of play, students have 96 weeks and up to 18 change levers to move a critical mass of the organi-zation’s management team along a four-step pathway of change acceptance—awareness, interest, trial, and adoption. Change levers vary in: scope from a single person to the entire organization; in deployment

time; and in availability for reuse. Student success in influencing Spectrum employees also determines how and when the organization moves through the three phases of organizational change—mobilization, movement, and sustaining an initiative.

Change Management Simulation: Power and Influence

hbsp.harvard.edu

adMinistration tools on next page ➜

9/10Week24 Week 0 Week 24 Week 48 Week 72 Week 96

Your credibility:

Relationship NetworksThe edges on the chart represent the personal and professional connects that each person in the company has in the particular scenario. In order to learn who is socially involved with whom, you need to get to know the people in your company by conducting interviews with them.

Place your cursor over the people to see their networks highlighted. You will only see a person’s informal networks have they have been interviewed.

● Works with

● Is friends with

● Is friends with & works with

prepare analyze decide

Change Management Simulation: Power and Influence

dashboard org. readiness lever impact network

Students may review their credibility to assess change lever effectiveness.

This chart shows the personal and professional relationships of the Spectrum management team

establishing credibility

Power and Influence assigns a corporate credibility rating to the student based on their change lever effectiveness. Over the course of play, the student has many opportu-nities to build credibility and observe the effect of organizational standing on the power and influence of a change agent.

leveraging networks

To simulate the experience of an internal change agent advocating a strategic corporate-wide change, students can access information about organizational structure and the formal and informal networks of the Spectrum management team. How well they leverage these resources will factor into their overall success.

customer service is available 8 am to 6 pm et, Monday through Fridayphone: 1-800-545-7685 (+1 617-783-7600 outside the u.S. and canada)Fax: 617-783-7666email: custserv@hbsp.harvard.eduweb: hbsp.harvard.edu

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a comprehensive Facilitator's guide covers key learning objectives, including:

■■ Becoming familiar with a simple but powerful change contingency framework based on the authority of the change agent and the relative urgency to produce results.

■■ developing skill in applying a wide variety of change levers and observing the results of simulated actions within four different change scenarios.

■■ understanding the major categories of change levers—technical, political, cultural, communication, and credibility—and their potential in effecting change.

■■ developing an awareness of proper change lever sequence to maximize change initiative success.

■■ understanding the obstacles and initiators of organizational change which are both rational and irrational in nature.

● Achieved critical mass ● Failed to achieve critical mass

class summary player details scenario setup

Change Management Simulation: Power and Influence

overview lever distribution final results

Final Results

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Scenario 1: Low Authority, Low Urgency

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Scenario 2: Authority, Low Urgency

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Scenario 1: Low Authority, High Urgency

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Scenario 2: Authority, High Urgency

Scenario Player Advocates Gained Weeks Used Change Efficiency Ratio

Scenario 3: Low Authority, High Urgency Tom 2 24 .08

Scenario 4: Authority. High Urgency Mary 5 96 .05

Scenario 1: Low Authority, Low Urgency Sue 14 96 .15

Scenario 2: Authority, Low Urgency Barbara 18 77 .23

Scenario 3: Low Authority, High Urgency Lin 15 95 .16

Scenario 3: Low Authority, High Urgency Mike 17 67 .25

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Detailed class summary results allow faculty to compare and contrast scenario results.

also available

Administration Tools for Faculty

Product #3292 | Single-player, Multiple-scenario | Seat Time: 90 minutes | Developed in partnership with Forio Online Simulations

Play may be customized to meet key learning objectives, seat time requirements, and challenge levels with multiple scenarios. Easy scenario assignment as well as full access to simulation results is available through the administrative screens. Results may be used for in-play monitoring or the debrief after completion. Faculty can review individual player results with detailed charts on change lever distribution as well as run information to compare and contrast the effects that power, influence, timing, and credibility have on organizational change.

A Preview of the simulation is available on our web site at hbsp.harvard.edu.

A Free Trial allows full access to the entire simulation and is available to Premium Educators on our web site.

Premium Educator access is a free service for faculty at degree-granting institutions and allows access to Educator Copies, Teaching Notes, Free Trials, course planning tools, and special student pricing.

preview and Free trial accessvisit hbsp.harvard.edu

Leadership and Team Simulation: Everest by Michael a. roberto and amy c. edmondson

The dramatic setting of a Mount Everest summit expedition teaches group dynamics and leader-ship. Teammates must share information to maximize group achievement. This simulation is ideal for Organizational Behavior, Group Dynamics, and Leadership courses. #2650