Harvard Simulation Answers

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Jan 19, 2015 - Harvard Business School Publishing. Change management: Power and influence Online Simulation. Harvard Business School. 2Gilbert Program in Medical Simulation Harvard Medical School 3Division of Medical Simulation Department of Emergency Medicine Massachusetts General Hospital. Case, patient will continue providing history in short one word (monosyllabic) answers and indicate that shortness of breath is getting worse. O2 saturation will drop: HR BP.

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No notes for slide• Hi, my name is Brittany Auerbach. On behalf of my groupmates, Heather Stewart, Josh-a-win Toth, and Matthew Urdan, I will be walking you through our presentation on the results of our change management simulation and discussing the building of a pro forma model to lead change.

• To begin, we will first discuss the purpose of the change management simulation from Harvard Business School Publishing. The simulation was to help us develop the critical skill of leading change. In the simulation, we assumed the role of a change agent, the Director of Product Innovation, in Spectrum Sunglass Company.

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Our task was to influence and convince a critical mass of key Spectrum personnel to adopt our new initiative, focused on sustainability. Throughout the simulation, it was important for us to plan and time the use of Change Levers to gain the most adopters and supporters. • Next, we will discuss the specific learning objectives from the change management simulation. These five objectives highlighted here include providing us with an opportunity to practice action-planning in regard to leading strategic change, understanding why there may be resistance to change and how to develop change implementation strategies to avoid it, appreciate key contextual contingencies, determine how and when to use effective change strategies, and lastly how to identify common missteps people often use to implement change. One of our biggest takeaways as a group was that we all approached the simulation in different ways.

Yet, we all were able to influence the critical mass to adopt the new initiative. Therefore, this presentation will illustrate the general lessons our group learned about managing change as a result of our differing approaches to the change management simulation.

• There are many types of change. Determining the type of change impacts the change strategy adopted and the change management process. There are four types of strategic change: technology, products and services, strategy and structure, and culture (Daft, 2013). Our group differed in opinion over the type of change that was called for in the simulation, thus our strategies differed. Some of us felt that the change needed was radical restructuring due to the game-changing nature of introducing a green product line and focused change management strategies on company restructuring and new reward systems. Others felt that the change was more incremental and adaptive to changing market conditions in that customers vocally expressed a desire for more green products. This group did not change the company structure.