Overview of 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

1
 Four Distinct Scenarios

Power of the Change Agent

Low High

Scenario 1 Scenario 2
Director, Product CEO as change
Low Innovation as agent in non-urgent
change agent in situation
Urgency non-urgent situation
for
Results Scenario 3 Scenario 4

Director, Product CEO as change

High
Innovation as agent in urgent
change agent in situation
urgent situation

2
 Two Basic Types of Change
•Reactive Change
• Closing a performance gap
 (what is and what should be)

•Proactive Change
• Closing an opportunity gap
 (what is and what could be)

3
 Types of Change in Specific Contexts
Low High

Scenario 1 Scenario 2

Proactive change Proactive change

Low (Address (Address
opportunity gap) opportunity gap)
Urgency
for
Results Scenario 3 Scenario 4
Reactive Change Reactive change
High (Address (Address
performance gap) performance gap)

4 Source: Tichy, N. M. 1983. Managing Strategic Change: Technical, Political and Cultural Dynamics. New York: Wiley.
 Scenario Group Debriefing
• Why were some of you more successful than others?

• What seemed to work? What didn’t?

• Were there any common missteps?

• Did you take any time to diagnose and strategize before you
began to act?

• What levers did you find yourself using first? How about later?

5
 Scenario Discussion Takeaways: Role
Things to DO: CEO Things NOT to DO: CEO

Things to DO: Middle Manager Things NOT to DO: Middle Manager

6
 Scenario Discussion Takeaways: Urgency
Things to DO: Things to DO:
Urgent Change Situations Non-Urgent Change Situations

7
 Three Distinct Organizational Change Phases

Mobilization Phase Movement Phase Sustain Phase

Make the Case Build Momentum

for the Change for Change
Initiative Initiative
Institutionalize
Change Initiative
Preserve and
Build the
Continue to Build
Organizational
Organizational
Capacity for
Capacity for
Change
Change

8
 Individual Stages in Adoption
Stage 1: Awareness
• Target’s old routine(s) are challenged with new routine(s)
• Target becomes aware of the proposed change
Stage 2: Interest
• Target becomes curious about the change
• Target becomes more open to new information

Stage 3: Trial
• Target begins to experiment with the proposed change
• Target assesses the costs/benefits of the change and potential future success

Stage 4: Adoption
• Target replaces old routine(s) with new routine(s)
• Target becomes advocate for the change initiative

Each person goes through these 4 stages at different paces.

9
 Lever Deployment Effectiveness
•Lever Effectiveness = Function

• Urgency of the Situation

• Change Agent Formal Authority and Credibility
• Timing of Deployment,
• Change Target Receptivity
10 Source: www.CartoonStock.com / ID: dcr0736
 Change in Low Urgency Situations:
Gradual Build to Institutionalization
• Confront Resister
Highly • Goals and Deadlines
Disruptive
• Revise Reward System
Levers
• Restructure Firm

• Internal Skill-Building • Internal Skill-Building

Moderately • External Skill-Building • External Skill-Building
Disruptive • Pilot Projects • Pilot Projects
Levers • Recognize Adopters • Recognize Adopters
• Values Clarification • Values Clarification

• Conduct Interviews
• Post Progress Reports • Conduct Interviews
• Issue E-mail • Post Progress Reports
Minimally • Conduct Interviews
• Tell Success Story • Issue E-mail
Disruptive • Post Progress Reports
• Build Coalition of • Tell Success Story
Levers • Issue E-mail
Support • Coalition of Support
• Hold Town Hall • Town Hall Meetings
Meetings

Mobilize Phase Movement Phase Sustain Phase

11
 Change in High Urgency Situations:
Accelerated Build to Institutionalization
Highly
Disruptive
Levers
• Internal Skill-Building
Moderately • External Skill-Building
Disruptive • Pilot Projects
Levers • Recognize Adopters
• Values Clarification
• Conduct Interviews
• Post Progress Reports
• Issue E-mail
Minimally
Disruptive • Tell Success Story
Levers • Build Coalition of
Support
• Hold Town Hall
Meetings
Mobilize Phase
12
• Confront Resister
• Goals and Deadlines
• Revise Reward System
• Restructure Firm
• Internal Skill-Building
• External Skill-Building
• Pilot Projects
• Recognize Adopters
• Values Clarification
• Conduct Interviews
• Post Progress Reports
• Issue E-mail
Movement Phase
• Internal Skill-Building
• External Skill-Building
• Pilot Projects;
• Recognize Adopters
• Values Clarification
• Conduct Interviews
• Post Progress Reports
• Issue E-mail
• Tell Success Story
• Build Coalition of
Support
• Hold Town Hall Meetings
Sustain Phase
 Final Results: Class Data Export
Scenario 1

Achieved critical mass Failed to achieve critical mass

13
 Final Results: Class Data Export
Scenario 2

Achieved critical mass Failed to achieve critical mass

14
 Final Results: Class Data Export
Scenario 3

Achieved critical mass Failed to achieve critical mass

15
 Final Results: Class Data Export
Scenario 4

Achieved critical mass Failed to achieve critical mass

16