change management simulation power and influence essay

Change Management Simulation: Power and Influence Proposal Essay

The chosen role, mission, and vision, swot analysis, the vision and mission that should have been chosen.

The role of the Product Innovation Director was chosen as this employee is the key player in the process of innovation. I believe the Product Innovation Director is also a change agent in a company. Finally, it can be challenging to implement change in this position as the CEO often has the power necessary to encourage or inspire people to (or simply make them) embrace a new framework and complete the needed tasks.

The vision of the chosen approach was moving from the bottom to the top. In simple terms, it was expected that face-to-face conversations could develop the necessary atmosphere for facilitating employees’ awareness and interest. The mission was to gain support from employees of different levels and departments to involve as many departments as possible. Executive Assistant, Foreman, General Counsel, R&D VP, Sales & Marketing VP, Sales & Marketing Director, and Customer Relations Manager were interviewed to achieve this goal.

One of the strengths of the chosen activity is the opportunity to identify a resister and supporter. Face-to-face interviews can be an initial stage of the process of the development of a coalition (Cameron & Green, 2015). People of different departments were interviewed, which could result in a wider discussion. The more people know about the change, the more people can adopt it. Interviews enable the change agent to provide insightful data and understand the perspective of the interviewed employees.

However, this strategy is also associated with a number of downsides. For example, such an important department as financial was not involved in the discussion process. Nevertheless, this department plays one of the central roles in the development of new products or such projects as the focus on sustainability (Doppelt, 2017). Interviews have another shortcoming as they do not ensure the dissemination of information. For example, the news concerning the innovative approach will reach quite a limited circle of people.

Opportunities

One of the opportunities associated with this activity is the opportunity to reuse it within a week. It is possible to have conversations with the same people and involve others in the discussion as well. Personal links will contribute to the spread of news, but this can be insufficient. The spread of the information depends on numerous factors, including the existence of personal ties across departments and organizational levels, time available for talking with colleagues, value employees place on different topics, people’s mood and workload, and so forth.

The interviewed people, as well as the rest of the employees, can pay little attention to or fail to understand the urgency of the innovative approach to be introduced. Although Innovative Product Director has a certain reputation, it can be insufficient to encourage people to embrace the change. Only six people were interviewed, which means that the discussion involved only a very limited circle of people. The interviewed people could forget about the conversation or change their attitude (interest) soon after the interview.

Instead of focusing on the involvement of particular employees, it could have been more effective to start with the creation of urgency. It could have been possible to send emails to employees that had to include data on the benefits of the innovative approach, opportunities for the company, experiences of competitors, the overall situation in the industry, and the like. The next step would have been getting the CEO’s public support that would place more value on the approach.

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change (4th ed.). Philadelphia, PA: Kogan Page Publishers.

Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for business, government and civil society (2nd ed.). New York, NY: Routledge.

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How to Win Change Management Simulation Power and Influence? – Harvard University

Harvard University’s change management simulation on power and influence offers an unique and immersive experience to its students learn key principles of organizational change.

This simulation allows students to step into the shoes of key decision-makers who are tasked with implementing an organization-wide environmental sustainability initiative.

This simulation is set against the backdrop of real-world challenges that organizations face today during implementing change initiatives. Its kind of a game that test leadership, strategy formulation and negotiation skills of the participants.

Through a series of scenarios that vary in the levels of power held by the change agent and the urgency of the change initiative, participants are also tested on their ability to wield influence effectively and drive change.

In this blog post, we’ll dive into the strategies that can help you not just navigate but excel in this simulation, providing insights that extend well beyond the classroom and into the heart of leading change in any organizational context.

Let’s get started

Introduction of the Simulation

The Harvard University change management simulation is designed to immerse participants in the complex dynamics of leading organizational change, particularly focusing on the implementation of an environmental sustainability initiative within a sunglass manufacturing firm.

This setup serves as a microcosm for broader organizational challenges, offering a realistic and nuanced context for learning about power, influence, and the art of change management.

The Firm and Its Challenge

Participants are cast into leadership roles within a fictional yet convincingly real sunglass manufacturing company.

The company, despite its success in the market, faces increasing pressure to integrate sustainable practices into its operations. This pressure comes from various stakeholders, including consumers, environmental groups, and even internal employees who are becoming more conscious of the environmental impact of their work.

Roles and Perspectives

The simulation assigns participants one of two pivotal roles: the CEO or the Director of Product Innovation.

Each role comes with its own set of responsibilities, perspectives, and influence within the company:

• CEO : As the chief executive officer, the participant is tasked with overseeing the entire organization, balancing the demands of different stakeholders, and ensuring that the sustainability initiative aligns with the company’s strategic goals and financial health.
• Director of Product Innovation: This role focuses on the technical and creative aspects of integrating sustainable practices into product design and manufacturing processes. The Director must advocate for change while navigating the complexities of innovation within a traditional manufacturing setting.

The primary objective of the simulation is to successfully implement the environmental sustainability initiative across the organization. Participants must choose among different change levers—ranging from formal authority and building coalitions to framing the initiative in appealing ways—to persuade key members of the organization to adopt and support the change.

Learning Opportunities

The simulation offers rich learning opportunities, emphasizing the importance of understanding the context in which change occurs, the power dynamics at play, and the need to adjust strategies based on feedback and evolving situations. It challenges participants to not only strategize but also to reflect on their actions and adapt, mirroring the real-world complexity of leading change.

04 Scenarios of power and urgency

The Harvard University change management simulation intricately weaves together various scenarios, each characterized by differing levels of power and urgency.

These scenarios are designed to challenge participants’ ability to adapt their change management strategies under different conditions, highlighting the dynamic and often unpredictable nature of leading organizational change.

Here’s a closer look at each scenario and the unique challenges they present:

1. High Power – High Urgency

In this scenario, participants find themselves in a position of significant authority, equipped with the power to enforce change decisions. The urgency to implement the environmental sustainability initiative is palpable, driven by external pressures such as regulatory demands, competitive market forces, or a crisis that threatens the company’s brand reputation.

The challenge here is to act decisively and quickly, leveraging the high level of power to mobilize the organization towards rapid change. Participants must navigate the risks of resistance , potential backlash from hasty decisions, and the stress of meeting tight deadlines, all while ensuring that the change is effectively implemented.

2. High Power – Low Urgency

Although participants still hold considerable power in this scenario, the urgency to produce results is not as immediate. This situation might arise from a strategic decision to proactively adopt sustainability practices ahead of industry trends or regulatory requirements.

The challenge lies in convincing stakeholders of the importance of the initiative despite the lack of immediate external pressures. Participants must use their power wisely to inspire and motivate, building a compelling vision for the future that encourages voluntary buy-in and commitment to the change process over a longer term.

3. Low Power – High Urgency

This scenario places participants in a position with limited formal authority or decision-making power, such as a middle management or specialized role, while facing an urgent need for change. The urgency may stem from emerging competitive threats, sudden shifts in consumer expectations, or critical feedback from key stakeholders demanding swift action on sustainability.

The key challenge is to influence without authority, relying on persuasion, coalition-building, and strategic negotiation to garner support for the initiative. Participants must identify and leverage informal networks, communicate effectively, and demonstrate the critical nature of the initiative to mobilize the organization.

4. Low Power – Low Urgency

In the final scenario, participants encounter both limited power and a lack of immediate urgency to implement the sustainability initiative. This might reflect an early-stage awareness within the company or industry about the importance of sustainability, where the initiative is seen as desirable but not critical.

The challenge here is to gradually build momentum for change, using subtle influence techniques and long-term strategic planning. Participants need to engage in storytelling, highlight potential future benefits, and slowly cultivate a culture shift within the organization that values and prioritizes sustainability.

Understanding Power and Influence in Change Management

Understanding power and influence is crucial in change management as these elements significantly affect the ability of leaders and change agents to navigate organizational dynamics and drive effective change.

Power and influence operate on multiple levels within an organization, shaping interactions, decision-making processes, and the overall success of change initiatives.

Here’s a deeper look into how power and influence play a pivotal role in change management:

Power: The Capacity to Enact Change

Power in an organizational context refers to the capacity of individuals or groups to influence the actions, beliefs, or behaviors of others. It’s a critical tool for change agents, enabling them to direct resources, make decisions, and enforce actions necessary for the implementation of change initiatives. Power can be derived from several sources:

• Formal Authority: Power granted through organizational roles and positions, such as CEOs or managers, who have the authority to make decisions and allocate resources.
• Expert Power: Based on the skills, knowledge, and expertise that an individual brings to the table, which can influence others’ opinions and actions.
• Referent Power: Stemming from personal characteristics, relationships, and the ability to inspire or attract others, often leading to a strong following or loyalty.
• Reward and Coercive Power: The ability to give rewards or impose penalties to influence behavior.

Influence: The Art of Persuasion

Influence is the ability to shape the perceptions, attitudes, or behaviors of others without relying solely on formal authority. It involves the strategic use of communication, negotiation, and persuasion to garner support for change initiatives. Effective change agents use influence to:

• Build Coalitions: Forming alliances with key stakeholders to support the change initiative.
• Communicate Vision: Articulating a compelling vision for the future that motivates and aligns organizational members towards the change.
• Negotiate and Compromise: Finding common ground and making concessions when necessary to move the change forward.
• Leverage Informal Networks: Utilizing relationships and informal channels within the organization to spread enthusiasm and support for the change.

The Interplay between Power and Influence in Change Management

The successful management of change often requires a delicate balance between using power and exerting influence. While power can compel action, influence is crucial for winning hearts and minds, ensuring that the change is embraced and sustained over time. Key considerations include:

• Context Matters: The effectiveness of power and influence strategies depends on the organizational context, including culture, history, and the specific challenges faced during the change process.
• Adaptability: Change leaders must be adaptable, recognizing when to assert authority and when to employ softer influence tactics to guide the organization through the transition.
• Ethical Considerations: The ethical use of power and influence is paramount to maintain trust and integrity within the organization, ensuring that change efforts are perceived as legitimate and fair.

Winning Strategies for the Simulation.

Winning the Harvard University change management simulation on power and influence requires a nuanced understanding of strategic and tactical approaches to leading change.

Success in this simulation hinges on effectively navigating the scenarios with varying degrees of power and urgency to produce results.

Here are key strategies that can guide participants towards achieving their objectives in the simulation:

1. Analyzing the Context and Stakeholders

Begin by thoroughly understanding the specific scenario you’re facing, including the levels of power and urgency. Assess the internal and external factors that may influence the success of the environmental sustainability initiative.

Identify key stakeholders within the organization, including those who support and those who oppose the change. Understanding their interests, concerns, and influence will be crucial in devising your strategy.

2. Effective Use of Change Levers

Based on your analysis, choose the most appropriate change levers. These can include leveraging formal authority, engaging in persuasive communication, or building coalitions. The choice of levers should align with the scenario’s demands and stakeholder dynamics.

Often, a combination of levers will be more effective than relying on a single approach. For example, using formal authority to initiate the change while simultaneously building coalitions to support it can be powerful.

3. Balancing Power and Urgency

In scenarios with high power, use your authority effectively but judiciously to avoid resistance. In low power situations, focus on building relationships and using influence to persuade.

High urgency requires swift action, which may involve making bold decisions or taking calculated risks. In contrast, lower urgency allows for a more gradual approach, focusing on building consensus and gradually increasing support for the change.

4. Adapting Strategies Based on Feedback

Treat the simulation as a series of experiments. Be prepared to adapt your strategy based on the outcomes of your actions. This may involve pivoting your approach or trying different combinations of change levers.

Pay close attention to what works and what doesn’t. Reflecting on the feedback from the simulation can provide insights into how to adjust your strategies for better results.

5. Building and Maintaining Momentum

Seek to achieve early successes to build momentum and demonstrate the benefits of the change initiative. Early wins can also help to convert skeptics into supporters.

Change management is a marathon, not a sprint. Develop strategies to maintain enthusiasm and commitment over time, including recognizing and celebrating progress.

6. Communicating Effectively

Articulate a clear and compelling vision for why the change is necessary and what the future will look like. A well-communicated vision can inspire and motivate stakeholders.

Foster an environment where concerns can be raised and addressed. Listening to and involving stakeholders in the change process can increase buy-in and reduce resistance.

7. Developing Personal Resilience

The simulation will present challenges and setbacks. Viewing these as opportunities for growth and learning can help you develop resilience.

Be open to changing your approach and learning from the simulation experience. Adaptability is key in responding to the dynamic nature of organizational change.

Common Pitfalls and how to Avoid these ?

Navigating the complexities of change management, especially within the context of a simulation like Harvard University’s on power and influence, requires a keen awareness of potential pitfalls.

Participants often encounter common mistakes that can derail their efforts to successfully implement change.

Recognizing and avoiding these pitfalls through strategic planning and effective stakeholder engagement are crucial for success.

Here are some of the common mistakes to watch out for and advice on how to avoid them:

1. Underestimating Stakeholder Resistance

Participants sometimes fail to anticipate the level and intensity of resistance from stakeholders, assuming that the logic and benefits of the change initiative will be self-evident.

Conduct a thorough stakeholder analysis to understand their interests, fears, and potential resistance points. Develop targeted strategies to address concerns, and actively involve stakeholders in the change process to increase buy-in.

2. Overrelying on Authority

Leaning too heavily on formal authority to push change can lead to resistance, disengagement, and a lack of genuine commitment.

While authority can be effective in certain scenarios, complement it with influence tactics such as persuasion, negotiation, and coalition-building. Focus on winning hearts and minds to foster a deeper, more sustainable commitment to change.

3. Neglecting Communication

Insufficient or ineffective communication about the change initiative can lead to misunderstandings, rumors, and increased anxiety among stakeholders.

Develop a comprehensive communication plan that addresses what the change involves, why it’s necessary, and how it will be implemented. Use multiple channels to reach different audiences and encourage feedback to ensure messages are received and understood.

4. Failing to Adapt Strategies

Sticking rigidly to an initial plan without considering feedback or changing circumstances can result in strategies that are no longer effective.

Adopt an iterative approach to change management, being open to adjusting strategies based on new information and feedback. This flexibility can be crucial in responding to unforeseen challenges or opportunities.

5. Overlooking the Need for Quick Wins

Participants may focus too much on the long-term goals and neglect the importance of achieving short-term successes to build momentum and credibility.

Identify opportunities for quick wins that can demonstrate the benefits of the change early on. Publicize these successes to build confidence among stakeholders and maintain momentum.

6. Ignoring Organizational Culture

Assuming that change can be implemented without considering the existing organizational culture can lead to strategies that are out of alignment with core values and norms.

Understand the organizational culture and tailor your change initiatives to align with or gradually shift these cultural norms. Leverage aspects of the culture that support the change and address those that may hinder it.

7. Not Building a Coalition of Support

Trying to drive change alone, without building a broad base of support, can limit the initiative’s reach and impact.

From the outset, identify and engage key allies across the organization who can champion the change. Building a coalition of support can enhance the legitimacy and collective strength of the change effort

Final Words

The Harvard University change management simulation on power and influence serves as a powerful reminder of these dynamics, offering participants a unique opportunity to explore and experiment with strategies in a controlled yet challenging environment. It highlights the necessity of navigating the delicate balance between using authority and cultivating influence, all while adapting to the shifting landscapes of organizational contexts. Whether you’re leading a small team or an entire organization, the lessons learned here about power dynamics, stakeholder engagement, and adaptive leadership can provide a robust foundation for guiding your actions and steering your change initiatives towards success.

About The Author

Tahir Abbas

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Change Management Simulation: Power And Influence Essays Example

Type of paper: Essay

Topic: Development , Management , Process , Company , Politics , The Change , Project , Credibility

Words: 2000

Published: 03/30/2023

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Introduction

The case study dwells upon the implementation of the Sustainable initiative and "Green Thinking" in the Spectrum Sunglass Company, working with direct consumers as well as retail sector distributors. My role was to develop, get the buy-in from the critical mass of stakeholders and implement the initiative to develop a special "green" product for our largest retail chain Bigmart, responsible for 30% of the annual revenue of the company. As the Director of Product Innovation within Research and Development (R&D), I am a strong believer that "green thinking and product" is the future of the forward-thinking companies and is an opportunity to build a new market even in a mass product.

Levels of the Change Program

It is evident that the theoretical knowledge gained from the reading was not enough to successfully run the program and receive the necessary buy-in from the stakeholders by the end of the 96 weeks, allocated to complete the project. The decisions made at the beginning of the process were precipitated, assuming that there will be little resistance from the senior management level and the level of awareness is higher than the reality. The assumptions behind the first levers, such as the need to focus on the operational level within the company; little need to get the buy-in from CEO, as the initiative was initially supported by him and most of the management and the fact that the formal communication process could replace the word-of-mouth, determined the effectiveness of the change management. The first level taken was to announce the goals and deadlines, which received zero response from the stakeholders, as people were not aware neither prepared for the change and the project in general. This made me loose 4 weeks, followed y another inaccurate decision to involve CEO and announce his public support. The reality demonstrated that the focus at the beginning of the project should have been on gaining informal support and buy-in from the strategic organizational levels. Once I realized the need to change the approach, I made the next step. "Walk the talk" allowed me to gain credibility, which I have lost as the ambassador of change over the first 6 weeks. The reality shows that individual decisions and opinions are still built upon collective knowledge and information sharing. The relationship network made it possible to spread the word and create interest in a number of people, which was the fist correct step, based on the timing of the project. Further down the line, I realized that better credibility and significant interest and even trial stage, which I managed to level up among the senior management, will allow me to build my coalition network and delegate the responsibility of building the knowledge and awareness among operational and tactical levels of the organization. Surely, I was extremely late in achieving my goals in this initiative and realized that the resistance, which I created by "pushing the project forward" without proper buy-in at the beginning, will become a serious barrier to achieving my goals (Audia, Locke, and Smith, 2000). Once I received the positive response from the organization, I decided that it was the right time to announce the support of the leader of the company. By taking the "CEO´s public approval" as the next lever, I managed to start making the impact on operational levels within the company, bringing Ian Newman and Sam Puffer to adoption stage and finally gaining interest from Bob Ingram and Diane McNutt. This was clearly not enough to ensure successful and complete adoption of "green initiative" in the company. Taking into consideration the time constraints, I made another executive decision to build on internal awareness through training, which would give a spin for natural information flow and the higher level of awareness about the CSR role in the company. This decision brought the positive return, increased my credibility, as employees developed stronger feeling of belonging and clearer picture of the strategic fit of the program into the company´s long-term planning and profitability goals. At the same time, my next lever to “tell a success story” did not render expected result. Beer et al (1990) argue that many change programs do not produce change as we fail to recognize the most important element of the change process – actual change agents and personalization of the change process. My experience shows that I focused the change effort on the top management and while understanding how to go around change at this level, I failed to understand that implementing "green thinking" was a process that should be implemented as a bottom-up approach. I reached out to those, who I targetted, but my expectation that the senior management adoption of the program will be delegated down was wrong. The effort to "tell the success story" to resistors on the strategic level of seniority did not render results. I further focused on gaining back the credibility and decided to take the lever of building a coalition of support, which was not effective, but the change in my strategy to conduct interviews and understand the "mechanism of change" allowed the clearer view of the situation and opened up some boundaries. Understanding the position of Leslie and Andrew I managed to turn Andrew into adopter while he demonstrated the strong level of resistance previously (Balogun, 2001). This turnaround made the net step of public CEO support announcement more effective this time and gained and turned two middle managers and my colleagues into adopters. At this stage, I felt a need to conduct a pilot and build on external skill building, which also resulted in significant improvement in the level of acceptance in the organization and, finally on its lower levels. Louise, Yao, Regina and Walt entered the trial stage. I further built a coalition of support and confidence level among the trial stage and adopters improved. I tried to boost the buy-in within the company by recognizing the adopters, but this action was irrelevant due to the fact that at the level of acceptance, people needed more physical evidence and follow-up on the actual project rather than intangible motivation. By week 47 I announced goals and deadlines, which moved the project forward and boosted the credibility. Once I focused on internal changes, including the first confrontation with the resistant and building the coalition, followed by the organizational restructuring, I recognized that I required an external consultant that would be able to address the issues, which I could not see as an internal participant. This lever was effective, but late move. I issued email notices, which also helped to improve the acceptance of the change, but was not fully effective at this stage. My choice was explained by the need to demonstrate results and make the project more tangible for most of the stakeholders. I was planning from the beginning to focus on the town hall meetings by week 52, but the delay in the project allowed me to do so only on the 74th week. The result was very positive, though it affected my credibility as people started to have more questions and doubts, which were not timely addressed. I several times went through the same stages of coalition building and goal announcement without expected results, until I focused on the informal strategy to "walk the talk", which aimed at saving the credibility of the project, which fell down to only 4. This along with internal skill-building lever launched on week 93, returned credibility to the change process and reached out to the most of the ambassadors. I started to go back to the "politics" of the project, by recognizing the adopter and trying to delegate the change, but, effectively reached the deadline and could not proceed further.

Rationale of Self-assessment a Change Agent

Any experience, whether it is a positive or a negative change is a learning process that individual can benefit from.I recognize that this simulation identified several points, which I consider the focus for improvement and learning in the future. The score of a change management of only 0.9 and very unstable credibility position demonstrated my lack of awareness and preparation for the task as a change agent (Balogun, 2008). The best I can take from this experience is to use this as an opportunity to grow and ensure that the negative experience brings positive change and can help me to develop as a future leader.

Learning Points

Based on the above observations and the outcomes of the simulation for the Spectrum Sunglass Company, I can take several major learning points for the future: While learning from theoretical frameworks on conducting change, that bring forward the importance of transparency, goal setting and focusing on building the ambassador group within the organization, it is critical to take into account the diversity of the company, its internal culture, and politics. Often change is not a top-down process, but a mix of bottom-up and top-down approach. While it is critical to developing and prepare internal climate within the company to handle the change and ensure lowest possible levels of resistance, it is essential that this change comes along with external communication and negotiation process. This process should be communicated and explained to the internal stakeholders to build on the feeling of belonging. Many times, formal process, goals, objectives, pilot and revision of the process will not guarantee the success of the change project if they are not accompanied by informal "walk-to-talk" strategy that allows natural positive information flow through vertical and horizontal lines within the company. Finally, it is critical that training on external skills comes along with internal processes to ensure that individuals within the company see the change as a collective process.

What Will I Do Differently?

When it comes to the future processes, I will first of all ensure that the coalition and the base of internal ambassadors are built prior to any official action and announcement in the company. This should come along with the adequate training on internal and external skills and understanding of personalities that are decision-makers and influencers in the process. That said, I would start the process with a set of private interviews, training, and coalition buildings. This, followed by the official announcement and assurance of support from strategic levels will ensure lower resistance and higher levels of understanding among middle management and non-managerial level personnel(Beer, 1990). Finally, there is a certain point in the process of change implementation where theory and informal preparation should be supported by actual evidence, such as pilot and goal announcement along with official emails and negotiations. I will ensure that I am well-prepared to understand this turning point and start the implementation in the due time to maintain the high level of credibility and adoption among all the levels within the organization. Organizational behavior is a complex set of relationships that have to be understood and used by change managers in order to be able to achieve the results. Politics and relationships between individuals may affect the success of the program more than actual goals and formal training and preparation process. It is essential for a change management and agent to reach a certain level of emotional intelligence to manipulate these relationships and use diversity as a tool to facilitate and empower change.

Audia, P., E. Locke, and K. Smith. 2000. The paradox of success: An archival and laboratory study of strategic persistence following radical environmental change. The Academy of Management Journal, 43 (5): 837-854. Balogun, J. 2001. Strategic change. Management Quarterly (January): 2-11. Balogun, J., and V. H. Hailey. 2008. Exploring Strategic Change. New York: Prentice-Hall. Beer, M. 1990. The Critical Path to Corporate Renewal. Boston: Harvard Business School Press. Beer, M., R. A. Eisenstat, and B. Spector. 1990. Why change programs don't produce change. Harvard Business Review (November–December): 2-11.

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