In this simulation, students play one of two roles (i.e., CEO or Director of Product Innovation) at a sunglass manufacturing firm and face the challenges associated with implementing an organization-wide environmental sustainability initiative. The simulation includes four scenarios with different combinations of two important factors for creating change: (1) the relative power of the change agent and, (2) the relative urgency to produce results associated with the change initiative. In each scenario, students choose among different change levers in an attempt to persuade key members of the organization to adopt the change initiative. The primary learning opportunity here is to expose students to the critical nature of context when attempting to lead change, and the need to make assumptions but adjust when experience does not support those assumptions. Students are assessed on their ability to achieve the greatest percentage of adopters within the company while simultaneously using the fewest resources afforded them. It's appropriate for use in undergraduate, graduate and executive business programs.
The third release of this simulation combines the same learning objectives with a fresh new look and exciting enhancements. The Teaching Note has more information about these updates.
Company: Harvard Business Publishing
Approximate price: $15
Playtime: 1 hour 30 mins
Learning objectives: Practice diagnostic and action-planning skills with regard to leading organization-wide strategic change.
Gain insight into why individuals might resist change and how to overcome that resistance, including using social network information to develop a change implementation strategy.
Develop an appreciation for key contextual contingencies when implementing change, with special attention to two key contingencies: power of the change agent and urgency to produce results.
Identify common missteps of change agents and how to avoid them.
Link to simulation home page: https://hbsp.harvard.edu/product/7611-HTM-POR