Change Simulation Game Hb Analysis

...

The simulation process taught me that it was essential to obtain coalition of support and basic groundwork on awareness and information prior to implementing extensive change procedures in an organization. I have learnt that planning and strategizing are important to foster change, however flexibility to accommodate new ideas create path to aid change. This reminds me of John. H. Patterson’s quote that says “Only fools and dead men don't change their minds. Fools won't and dead men can't.” It is necessary to adjust to dynamics of circumstances. Situational brilliance works better for decision making than strategic flowcharts. Regardless of all the strategies the organization makes, establishing interpersonal communication, building credibility and walking the talk is more effective.

In both my pre-class scenarios I failed to influence the critical mass to adopt the proposal mainly due to the error in judgement of time. I believe that making mistakes is an inevitable part of learning. I was initially running helter-skelter from one tactic to another to influence people. However I learnt that as an influencer I must take thorough and thoughtful approaches. “Master influencers know that it takes only a few behaviors to create big changes in the results the care about. To do so, they look vigilantly for one or two actions they create a cascade of change.” (Grenney. J, et.al.pp.63). During my in-class simulation I learnt that every action of influencing had an interlinked effect and it fosters change. I therefore attentively spent every week analyzing the effect of actions on people and their responses to my influence method.

In conclusion, the simulation and the influencer model has taught me to optimistically influence people without using authority. In future, when situations demand me to play the role of an influencer, I will first study the behaviors of individuals and motivate them to embrace the change. I will encourage them to consider the benefits of adopting the proposal. I will assist them to create an environment to incorporate the change. I will invite people to attempt the change. I will try to build trust and confidence in people to adopt the change with meaningful stories. I will recognize an adopter and effectively use this person to promote and awaken others. I will be approachable and establish rapport with resistors to understand their concerns and provide them with convincing answers. In order to attract low level managers I will give rewards. I will provide internal and external skill building to managers and help them develop a culture that supports the change. Most importantly I will time the catalysts appropriately to obtain favorable outcomes.

Exhibit 1: Top level management adoption analysis

Resistor

Supporter

Neutral opinion

- D’Arcy

Mary Gopinath

Debora Edge

- Luke Filer

Leslie Harris

Michelle Barth

- Andrew Chen

Henry Adams

Exhibit 2: Target Focus that aids Decisions

Names

Target type

Michelle Barth

Easy target

Debora Edge

Easy target

Nancy Kerr

Easy target

Mary Gopinath

Easy target

Leslie Harris

Easy target

Paul Schenian

Easy target

Bob Ingram

Tough target

Louise Orysh

Tough target

Paul D’Arcy

Tough target

Andrew Chen

Tough target

Regina Quinn

Tough target

Dianne McNatt

Tough target

Anne Thompson

Tough target

Ian Newman

Easy target

Sam Puffer

Easy target

Walt James

Tough target

Mark Roberto

Tough target

Yao Li

Tough target

Exhibit 3: Friendship and Connectivity

Name

Friends

Michelle Barth

Paul Schenian

Debora Edge

Nancy Kerr

Mary Gopinath

Leslie Harris

Luke Filler

Mary Gopinath

Paul Schenian

Mark Roberto

Bob Ingram

Walt James

Ian Newman

Sam Puffer

Exhibit 4: Decision history of CEO

Michelle Barth ADOPTION

Andrew Chen TRIAL

Paul D'Arcy