Aspects in this simulation
In this simulation delegates learn to develop an approach for realizing a complex change and must translate this into concrete actions. The delegates also learn how to transfer and embed these actions into the operational environment.
- Value chain – The delegates must analyze and assess their existing value chain and must create a new value chain. The new chain must deliver value to the members. This requires al lot of change.
- Ambitions – Change means dealing with ambitions and personal drivers. How to do do this? How to gain buy-in and commitment to the change from all involved?
- Change approach – The delegates will learn to develop and apply an approach to realizing the change. Making use of the approach of John Kotter.
- Process management – Dealing with difficult and complex political and emotional situations requires effective process management. In this
simulation delegates will experience how to manage this.
- Program management – Complex organizational change demands more a program approach rather that a project approach. In this simulation delegates will learn how to set up and run a program of change.
- Kotter – During this simulation we will make use of the approach of John Kotter. This approach offers a pragmatic way of dealing with change.
Commitment and buy-in
Delegates in this simulation experience what it means to be a part of a complex change within an organization. One sub team will is responsible for executing the operation processes and will face the need to change the way they work. How does that feel? What is needed to gain your buy-in an commitment? Which demands does this place on the change approach?
Operation vs Change
A subgroup of the delegates run the ‘Union’. They earn their revenue by ensuring tourists are brought to the tourist attractions. They earn money by producing taxis, by converting oil to petrol and gas, and by producing and selling electricity. The second sub-group steers the ‘Union’ and will lead the change required to ensure the future prosperity of the Union. This analogy creates an environment in fact of a company, departments and employees faced with a need to change. Mirroring the situation within many organizations today.
The Learning process
Two parallel learning processes take place within the simulation. The operational processes required to run the Union and generate revenue, and the change team charged with preparing and executing the required organizational change. Throughout the day the teams will come together for ‘Meetings’ and for ‘Implementation’ of the change to the value chain and the processes. These are the moments in which the ‘employees’ will be confronted with the change. Following these change activities the employees return to their new ways of working. At the end of each game round the teams will reflect on the change approach and the impact and effect. By reflecting on the change from the perspective of both teams maximum learning results can be achieved. During the day the game facilitator will introduce theory and interventions aimed at both supporting and testing the teams capabilities.