Change Management Simulation: Power and Influence V3 - 10/10 credibility score
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Overview of the Change Management Simulation Scenario
- The simulation is about power and influence in change management.
- The CEO has the role of driving the company through a change process.
- The scenario involves the CEO realizing the importance of sustainable development and the need to address environmental concerns raised by customers.
- The largest customer, Big M, has made a policy to promote green products and may cancel contracts if the company does not respond with an implementation plan within three months.
- This presents an opportunity for the company to develop a unique, sustainable product.
Concerns and Challenges in Implementing a Sustainability Plan for Big M
- The VP of Sales and Marketing believes that a sustainability feature can help differentiate the company in the long term and open up new customer markets.
- The Chief Financial Officer is concerned about the cost of implementing a sustainability project and the potential impact on profitability and meeting debt obligations.
- The VP of Operations is worried about the difficulty and expense of introducing another major change in material inputs, especially after recently undergoing a Six Sigma quality certification process.
- The benefits administrator raises the question of whether focusing on sustainability is premature, considering the company's recent recovery and rehiring of workers.
- The VP of Human Resources emphasizes the importance of giving serious thought to the sustainability plan, as there are significant consequences to ignoring it.
- The proposal suggests forming a cross-functional task force comprised of members from marketing, R&D, finance, and production to develop a compromise solution.
- The task force is expected to present a financially acceptable plan for using petrochemical alternatives within three months.
- The management team agrees with the proposal and plans to discuss it further during the retreat.
Analysis of Organization's Readiness for Change
- The organization is currently at week 23 out of 96 in the change process.
- Most employees are aware of the changes and there is already interest and willingness to try the change.
- The CEO is the only person who has adopted the change so far.
- The organization is currently in the movement phase.
- The impact of the decision-making process on employees is currently low.
- As more decisions are made, the impact on employees is expected to increase from low to medium and eventually to high.
- Building strong relationship networks, especially informal friendships, is crucial for successful change implementation.
- Interviewing employees is important to understand key relationships and informal networks.
- Consider leveraging the power of relationships and interviews in decision-making to drive change.
Factors to consider in implementing a change process
- Credibility score is currently 9 out of 10, aim to achieve a score of 10 out of 10.
- The number of people needed to move to adoption stage for successful implementation is known as critical mass.
- Moving employees to adoption stage quickly is beneficial for implementing the change.
- Decision pH involves selecting various levers, such as "walk the talk" and "get consultant support".
- Each lever has a scope of impact, time to implement, and time before reuse.
- Gray background indicates levers that have been recently reused and cannot be reused in the current phase.
- Understanding the scope of impact and time parameters helps in planning lever usage.
- In the movement phase, the focus is on moving employees to the trial phase.
- Selecting the appropriate lever, such as privately confronting resistors, can positively influence adoption by the resistor.
- It is possible to confront only one resistor at a time.
Impact of Lever Pool Timing and Dealing with Resistance to Change
- Credibility score remains at 9, indicating sufficient credibility.
- One target directly impacted and six targets indirectly impacted.
- Michael B, Paul D, and ASA Faruk enter the trial stage.
- Organization continues to be in the movement phase.
- Resistance to change is expected and should be addressed strategically.
- Confronting resistance at the beginning of the change process may increase resistance.
- Create influence first before confronting those who resist change.
- Influencing others who are willing to make changes will make it easier to convince resistant individuals.
- Week 25 and remaining weeks will have additional videos on this topic.
- Subscribe to our channel for updates on new videos.
Power and Influence in Change Management Simulation Summary
- CEO recognizes the importance of sustainable development and the need to address environmental concerns.
- Largest customer, Big M, may cancel contracts if the company does not respond with a sustainability plan.
- VP of Sales and Marketing believes sustainability can differentiate the company and open up new markets.
- CFO is concerned about the cost and impact on profitability.
- VP of Operations is worried about the difficulty and expense of implementing another major change.
- Benefits administrator questions if focusing on sustainability is premature.
- VP of HR emphasizes the consequences of ignoring sustainability.
- Proposal suggests forming a cross-functional task force to develop a financially acceptable plan.
- Organization is currently in the movement phase of the change process.
- Decision-making impact on employees is currently low but expected to increase.
- Building strong relationship networks and conducting interviews are important for successful change implementation.
- Aim to achieve a credibility score of 10 out of 10.
- Critical mass refers to the number of people needed to move to adoption stage.
- Selecting the appropriate lever, such as confronting resistors, can positively influence adoption.
- Credibility score remains at 9, indicating sufficient credibility.
- Resistance to change is expected and should be strategically addressed.
- Influence others who are willing to make changes before confronting resistant individuals.