LingHe Simulation - INSEAD CALT

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! Gather information about the management team of the company ! Implement different change management initiatives ! Continuously monitor your progress in helping the 24 members of the management team to move through the phases of awareness, interest, and trial and finally adoption of your Performance Management System. In short your challenge is to get as many adopters as possible! This is how SinoCom will evaluate your performance at the end of the 6 months. d. How to go about it: Changing the way people think and behave in organizations is not a simple task and often requires a combination of different tactics to be used at the right time with the right people. This simulation will make it possible for you to experiment with the implementation of different change management tactics (or initiatives), but it will be your task to decide when and with whom to implement a given tactic. First of all - before plunging into your first decision - we advise you to: (1) Try to understand the context in which you are going to work. Remember that Head Office has sent you. Initially you don’t know the people at LHC and they don't know you! (2) Review the different initiatives/tactics you may use to change people’s attitudes! (3) Develop a change strategy, which will guide you through the project (“top-down"; "bottom-up”; “impose it”; “selling”; etc.) and write it down! If necessary you may at any point during the simulation review and adapt your strategy. Dynamics of Change in the LingHe Simulation Authors designed the underlying dynamics in the LingHe Simulation according to existing theories of organizational change. Goodman and Dean (1982) pointed out that individuals accept organizational change through four sequential phases: first the phase of awareness, whereby individuals have become aware of the need to change; second is the phase of interest, whereby individuals show a willingness to further investigate and gain more relevant or appropriate knowledge regarding the impact of change; third is the phase of trial, where individuals want to test and compare possible alternatives, and get first-hand experience of the proposed change and its impact; finally the phase of adoption, where individuals have been convinced and actively engage in the new way of operating. These four phases of change are used to track progress in the LingHe Simulation. 8
Rogers and Shoemaker (1971) on the other hand classified how individuals may behave differently when faced with the organizational change process, affecting the time taken in accepting and adopting change. They argued that, relatively speaking, there are five distinct types each with different attitudes and behaviors relative to change: pioneers, early adopters, early majority, late majority and resisters. They also pointed out that most people are either early or late majority (together typically 80% of a population), fewer are early adopters and resisters (around 5-10% each), or the fewest are pioneers (around 2%). This typically normal distribution of profiles is maintained in the LingHe Simulation (see Figure 1). Percentage of population 5-10% 40% 40% 5-8% Resisters Late Early Early Majority Majority Adopters Attitude to 2% Change Pioneers Figure 1: Normal Distribution of Attitude to Change Underlying this distribution are three levels (kinds) of resistance to change according to various sources in literature: individual resistance (such as the need of seeking job safety and stabilization); group resistance (such as the need of maintaining existing relationships, power and interest, etc.); and organizational resistance (such as the culture factor). The combination of these phases of change, attitude profiles, and kinds of resistance reflect the complexity of any organizational change. It means that in the face of change each individual will expect and require a different approach in order to become convinced, depending on the individual’s attitude profile, the applicable kind(s) of resistance, and the phase of change the individual find him/herself in. A critical component in the design of the simulation therefore concerns the choice of influence tactics or initiatives that managers may take to convince people in an organization during the process of adopting proposed changes. The learning objective then becomes building awareness, understanding and proficiency about which tactic is likely to be most effective when applied to which individual at which stage of change. The complexity of change in an organization counting many individuals by definition means that the decision to use any tactic at any one time may be effective for some but will be ineffective but potentially also counter-effective for others. Organizational change management thus involves continuously running on a tightrope between doing the right thing for some while 9
Page 1 and 2: Understanding Organizational Dynami
Page 3 and 4: Introduction Information and Commun
Page 5 and 6: paper evaluates the effectiveness o
Page 7: eporting lines to the General Manag
Page 11 and 12: d) “Compulsion/Enforcement tactic
Page 13 and 14: T12 0.427 T16 T15 -0.723 0.629 No t
Page 15 and 16: Table3 Total variance explained in
Page 17 and 18: simulation reflects the role and im
Page 19 and 20: Angehrn, A.A. & Nabeth, T. (1997).
Page 21 and 22: Whelan-Berry, K., & Gordon, J. (200
Page 23 and 24: T13 - INTERNAL MAGAZINE: Ask the ed
Page 25: Appendix B Evaluation Questions for

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