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    CHGMGMT V2 How To Play PDF

    Uploaded by

    Yash Jayagopal

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    © All Rights Reserved
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    CHGMGMT V2 How To Play PDF

    Uploaded by

    Yash Jayagopal
    242 views13 pages

    Original Title

    ChgMgmt_V2_How_to_Play.pdf

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    © © All Rights Reserved

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    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    242 views13 pages

    CHGMGMT V2 How To Play PDF

    Uploaded by

    Yash Jayagopal

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 13

    Change Management Simulation:

    How to Play

    Copyright 2013 Harvard Business School Publishing

    Overview
    You will play the role of either the CEO or Director of Product
    Innovation at Spectrum Sunglass Company
    Youre in charge of getting Spectrum to adopt a new
    sustainability initiative.
    You have 96 weeks to achieve a critical mass of managers at
    Spectrum to adopt your initiative

    PREPARE: Introduction & How to Play


    Review the preparatory
    materials:
    How to Play

    Foreground Reading
    Simulation Introduction
    Organization Chart

    Sidebar
    The sidebar, available on all screens, gives an overview of your progress.

    The calendar tracks your progress over the course of 96 weeks.


    The number of adopters in the organization. You are Spectrums
    first adopter.

    Organizational Phase of Adoption: As the initiative gains


    traction, the organization will with move through the 3 phases:
    Mobilize | Movement | Sustain

    Credibility: some levers are more effective depending on your


    credibility level in the organization.

    Change Efficiency Ratio: Calculate by dividing # of adopters by


    weeks used. A higher ratio show greater change efficiency. This
    will be N/A until you gain your first adopter.

    ANALYZE: Dashboard
    As targets are outlined
    to indicate their rank in
    the company.
    As they move through
    the Stages of
    Adoption, their bars
    will fill:
    Awareness: 1 bar
    Interest: 2 bars
    Trial: 3 bars
    Adoption: 4 bars

    DECIDE: Decisions
    Each week youll
    decide which lever to
    pull, and if applicable,
    who to target.
    Click the Lever to
    select it.
    Click the checkbox of
    the person you wish
    to target.

    DECIDE: Decisions: Lever Information


    Scope of Impact: Some
    levers target everyone
    in the organization.
    Others only target a few
    people and require you
    to select who to target

    Click on ? for more


    information about a
    lever.

    Weeks to implement:
    Levers can only be pulled
    on at a time, and some take
    longer than others.
    Weeks before re-use:
    Some levers cannot be
    used again right away.

    ANALYZE: News

    After submitting a decision,


    results, you will return to the
    Dashboard .
    The News will update you
    on the impact of your
    most recent decision on
    the organization, its
    targets, and your
    credibility.
    It also links to the
    Decision History screen.

    DECIDE: Decision History


    You can review your past
    decisions at any time from the
    Decision History screen.
    Decision submitted
    Targets selected
    Snapshot of the Levers
    Impact

    ANALYZE: Dashboard (Post-Interviews)


    If you choose to conduct
    private interviews, the
    interview results are
    available on the Dashboard.

    10

    : The i icon indicates


    that youve interviewed
    that person. Click to
    access a transcript of their
    interview.

    : A yellow triangle
    indicates that a person
    has been identified as
    resister.

    ANALYZE: Organizational Readiness

    Organizational Readiness tracks


    how many people you have in each
    phase of adoption and how that
    changes over time.

    11

    Vertical lines indicate where the


    organization moved to the next
    Phase of Adoption

    ANALYZE: Lever Impact

    Lever Impact details the direct and


    indirect impact of the most recent
    decision submitted on each target.

    12

    Note that this is not cumulative


    and only reflects the most recent
    lever pulled.

    Use the toggles to view Direct


    Impact, Indirect Impact, or turn
    on both for Total Impact..

    ANALYZE: Relationship Networks


    The Relationships Network
    graph show Formal
    (professional) and informal
    (personal) connections.

    13

    Roll over a persons


    picture to highlight his or
    her network.

    Yellow: Works with

    Blue: Is Friends with

    Green: Is Friends
    with & Works with

    Once you interview


    people, you will see their
    informal network too (if
    they have one).

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