OB Simulation Report by Ronak Borana BJ22093

Scenario 4

In scenario 4, I failed to get the objective in 96 weeks. I think in this my strategy was
wrong and by the time I tried to course correct it, my credibility was less than 3 and
any intervention at that credibility was not working.

I started with a town hall because as a leader I wanted to clear the questions my
team would have about the introduction of a new process. Next, I went with walk the
talk to build conviction in my idea in front of the office. Seeing poor uptake, I decided
to revise the reward system for the firm. I felt like such a radical change was only
possible early in the timeline so that I could course-correct it in case the firm doesn’t
react well to my new reward system. They actually did not react favorably. To
understand why I decided to do a private interview with everyone who was still in an
undecided state. This did not help too and my credibility fell. After this, I tried multiple
other interventions that were not working. Eventually, I exhausted all 96 weeks and I
was not able to get the critical mass.

Scenario 3
In scenario 3, I first started with getting an external consultant because I feel that as
an R&D head, I might require the help of an external third-party expert to validate my
views. Next, I got the CEO’s support to ensure that I have the necessary visibility
and top leadership support before I move forward. Next, I decided to run a pilot with
related people to build their trust.

Then I did a town hall to make sure that everyone who has questions about the
recent success can be appropriately answered in front of everyone.

After this, I did walk the talk to further build my credibility within the organization.
After this, I provided internal and external skill-building to help the early adopters get
the necessary skill sets. Then I did another walk-the-talk to further cement my
commitment.

The biggest converter in my case was clarifying organizational culture that turned
around most of the people because they are not aligning their efforts with the central
vision of the organization.

🙁
After this, I did a range of confidence-building exercises like sending
organization-wide emails but they failed because people kept ignoring my emails
Scenario 2
After my failure in the scenario 4, I decided to take a more direct approach. I started
with some confidence building activities and then moved quickly to interviews and
recognition of early adopters. I followed this with training, both external and internal.

Here I used walk the talk to regularly increase my credibility after it feel during a
more harsher intervention. Clarifying the firm objectives was also helping but I faced
a stagnation after some initial conversion.

Once again like scenario 4, I had slow progress with loss in credibility after every
move, only to recover at the end.

Scenario 1
In this, I first started with an email notice to get everyone’s attention and then took
the CEO in confidence so that my claims get some credibility. Next I got an external
consultant. This was again a step to build credibility for my claims and support future
action. Since people were still in the trial mode, I clarified the organisation goals so
that I could remind everyone why we needed to pivot. This bought a significant
increase in critical mass. Next I further cemented my position by doing walk the talk,
followed by internal and external training to equip everyone with resources needed to
change. By now, I had reached a good number of critical support. I used a
combination of recognition and private interviews to specifically win over the
resistors. This strategy worked and within around 60 weeks, I was able to win over
the critical mass and implement the change.