How to Play Change Management: Power and Influence

How to Play Change Management: Power and Influence Video Transcript This short video will explain how to play the simulation Change Management: Power and Influence. You work for Spectrum Sunglass Company, an established sunglass company that has weathered some tough economic times, but is looking forward to continued growth and future earnings. You play the role of the CEO or the Director of Product Innovation, in charge of adopting a new sustainability initiative. Your role is to convince other employees to support this sustainability initiative and you have 96 weeks to make it happen. Prepare After logging in, you start the simulation on the Prepare tab. The Simulation Summary screen gives you information about the scenario, including the specific role that you will be playing. If your instructor has decided to have you play more than one scenario, you ll want to re-read this screen very carefully as it changes from scenario to scenario. The Prepare tab also contains a link to download the Foreground Reading, which provides an overview of Spectrum s products, business history, and corporate structure. Select the Org Chart screen to review a chart of Spectrum s 20 managers and their roles. You can learn more about how to play the simulation by visiting the How to Play screen, which contains a high-level overview of the steps you ll need to follow, as well as a more detailed downloadable How to Play presentation. Copyright 2010 Harvard Business School Publishing. Page 1

Analyze After you complete the Prepare section, move onto the Analyze tab and begin familiarizing yourself with the Dashboard. Here you will find an overview of your progress including week number, the stage of adoption for all 20 managers, and your credibility rating. The overall organization s phase of adoption is also tracked here. The organization begins in the Mobilize phase, and it s your job to reach the Movement and finally Sustain phases. As you progress through the simulation, be sure to note which phase the organization is in as some levers are more effective in certain phases than others. Copyright 2010 Harvard Business School Publishing. Page 2

Decide On the Decide tab, each week you ll decide which lever to pull, and if applicable, who to target. On the left side is the Lever Information table including a list of available levers, and a few details about each lever, including scope of direct impact, weeks to implement, and additional weeks before re-use. You can click on the? icon to see a description of the lever. Be sure to read each lever description carefully before making your decisions. Some levers target the entire organization, while others target only selected individuals. For those levers, you will need to choose the people to target. You select your targets on the right side of the screen. Once they enter the first stage of adoption, initials will appear next to their name indicating the stage they re in. For example, there is an Ad next to my name because as the change agent I begin the simulation as an adopter. As I progress and my targets begin entering the Awareness stage, an Aw will appear next to their names. You can click on a person s face to get basic information about him/her. In order to get additional information, including personal networks, you ll need to utilize the Conduct private interview lever. Click Review Org Chart at any time to review the company s structure. Once you ve selected your lever and your targets, click Submit Decisions to advance. Note: you can only pull one lever at a time. Copyright 2010 Harvard Business School Publishing. Page 3

Analyze (post-decisions) After you submit each decision, the simulation will advance the number of weeks required by that lever, and you ll be brought back to the dashboard to see the impact of your actions. If you have interviewed employees, you can click the Information icon for additional background information including their personal network. A yellow triangle indicates that a person has been identified as a resister to the change initiative. You can monitor your progress and the efficacy of each decision on the other Analyze tab screens. Org Readiness tracks how many people you have in each stage of adoption and how that changes over time. Lever Impact displays the direct and indirect impact of your most recent decision. Network Graph displays the employees professional and personal networks. At the beginning of the simulation you will only see their professional networks in red, but personal networks will appear once you start interviewing colleagues. You can roll over a person s picture to see his/her network highlighted. Again, you have 96 weeks to get as many adopters as possible. Once you complete the simulation, you can always review your result by clicking the Run Archive link at the bottom of the screen. You can also use the Run Archive link to resume an unfinished run. Finally, if your instructor has assigned you a different scenario, you can launch it from here. Copyright 2010 Harvard Business School Publishing. Page 4