Change Management Simulation Essay Example | Topics and Well Written Essays - 1250 words

Change Management Simulation - Essay Example The lever that was pulled in week 1 was to tell a success story to Deborah Edge, Luke Filer, and Bob Ingram. The effect of this lever was that 2 people entered the awareness stage, and 1 person entered the interest stage. The rationale for this step was that these individuals were previously opposed to the process and such a move would gain their confidence. The next step was to get the CEO’s public support; the target was the entire organization. The effect was that four people entered the interest stage. The rationale behind this was that it would shift the organizational culture in favor of the project. The next step was to get consultant support. The effect of this was no noticeable effect. This was rationalized, as it would improve the project’s feasibility. In week 6 a pilot project was conducted; specifically targeted were Henry Adams, Deborah Edge, and Yao Li; the effect was that 1 person entered the awareness stage, 2 people entered the interest stage, and 1 pe rson entered the trial stage. The rationale for this decision was that it would demonstrate the project’s feasibility and begin the steps to establish the innovation. In week 12 progress reports were posted; this was targeted at the entire organization and had no noticeable effect. Again the intention was to advance the project and further demonstrate its feasibility to individuals opposed. The week 13 level was to provide internal skill building to Walt James, Diane McNatt, and Sam Puffer; 4 people entered the awareness stage. The rationale was that this would both gain support for the project and begin to establish the necessary intellectual infrastructure. Week 15 built on these earlier elements through attempting to build a coalition of support; still there was no noticeable impact on the project. Week 19 used the recognize an adopter lever on Henry Adams, again noticeable effect occurred. Week 22 implemented the ‘walk the talk’ level; this had a significant impact 3 people entered the interest stage and two people entered the trial stage. The rational was that this decision would demonstrate to the organization the plan’s action. In week 22 progress reports were posted again simply as a means of moving the project along. In week 25 an e-mail notice was issued and 2 people entered the interest stage. In week 26 the goals and deadline were accounted; 6 people entered the awareness stage, 1 person entered the interest stage, and 2 people entered the trial stage. The rationale for this was both to gain support, both also for the pure functional aspect of moving the project along. Week 30 implemented the ‘revise reward system’ level; 6 people entered the interest stage, 6 the trial, and 5 the adoption. Rewards are recognized as a prominent aspect of effective leadership and motivation. Week 42 implemented ‘walk the talk’ as a means of gaining further support; 4 people entered the trial stage. Week 46 conduct ed private interviews with four people as a means of gaining further development insight on the project; 3 people entered the trial stage, 1 person the adoption. Week 47 goals and deadlines were announced and 2 people entered the adoption stage. Week 51 further worked towards advancing the new aspects of the project by building a coalition of support; this had no noticeable effect. The rationale between week 62 and week 64 was to gain the organization’s complete support, as a result week 62 told a success story, week 63 conducted private