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