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In this this single-player simulation, students play the role of an internal change agent at Spectrum Sunglass Company. 4 SIDEBAR — The Sidebar gives an overview of the user’s progress throughout the simulation. Students begin by familiarizing themselves with the company, their role, and the task at hand.
5 DASHBOARD — The Dashboard Overview shows an organizational chart with all 20 targets, color-coded by company rank. 6 DECISION SCREEN — Each week, the user will decide which "change lever" to pull in order to move colleagues toward adoption. 7 ORGANIZATIONAL READINESS — Screens in the Analyze tab show the impact of recent decisions. 8 LEVER IMPACT — The Lever Impact screen displays the direct and indirect impact of the student’s most recent decision. 9 RELATIONSHIP NETWORKS — The Relationship Networks screen displays each individuals’ professional and personal networks. Becoming familiar with a simple but powerful change contingency framework based on the authority of the change agent and the relative urgency to produce results. Developing skill in applying a variety of change levers and observing the results of simulation actions with 4-6 change scenarios.
Understanding the major categories of change levers—technical, political, cultural, communication, and credibility—and their potential in effecting change.
Developing an awareness of proper change lever sequence to maximize change initiative success. Understanding the obstacles to and initiators of organizational change, which are both rational and irrational in nature. NEW Dynamic Debrief Slides — Instructors can download presentation-ready debrief slides populated with graphs showing change lever distribution and final class results for all scenarios.
NEW Teaching Materials — An updated Teaching Note reduces the time required for faculty to learn the simulation. A Free Trial allows full access to the entire simulation and is available to Premium Educators. Premium Educator access is a free service for faculty at degree-granting institutions and allows access to Educator Copies, Teaching Notes, Free Trials, course planning tools, and special student pricing.
LeapFrog Business Consulting helps organizations accelerate the implementation of their most important strategies by providing a context, a plan and effective, ongoing leadership support. In a new world of market transparency, labor mobility, global capital flows and instantaneous communications; constant change is unavoidable. Business leaders know that to make innovations and strategic change sustainable; one needs to create a culture that embraces change and gain individual employee acceptance, internalization and engagement. We use a  formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders. If you would like to discuss your consulting needs with a representative of Leapfrog Business Consulting, please click here to contact us for a free, no-commitment consultation. The Harvard Sustainability Plan recognizes that creating a sustainable campus strengthens our core research and teaching mission, and it acknowledges that the challenges before us are complex and interconnected, demanding an ever-developing approach to sustainability. What does sustainable development mean for an institution like Harvard University?
Climate change and environmental degradation are global problems that require a bold, clear response from organizations, governments, and businesses.
We tap into the creative ideas that our students, faculty, and staff are generating and then work to replicate them University-wide for greater impact. We have a special role and a special responsibility to confront the challenge of climate change by reducing campus greenhouse gas emissions by the maximum practicable rate. In 2008, Harvard established a long-term commitment to reduce greenhouse gas emissions based on the best available science and set a short-term goal to reduce University-wide emissions 30% by 2016. Harnessing the power of collaboration and integrated knowledge across disciplines leads to more powerful and effective solutions to our most pressing problems.
University-wide committees involve senior administrators, facilities and operations teams, student leaders, and faculty advisors in policy development to ensure everyone has a voice in decision-making and producing results.
Putting together a list of excellent books on any subject is always a highly subjective exercise. From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. Around the world, countless change efforts are underway in all kinds of organizations, spearheaded by leaders with good intentions. This HBR book is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review.
The Third Edition of this book provides a means of understanding and changing organizational culture in order to make organizations more effective. It’s ironic that while most people know what conditions need to be in place for effective management of change, these straightforward needs are often missed.
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?
Author John Hayes examines and applies all of the key theories on change to a range of organizational settings. Every day organizations around the world launch change initiatives—often big, expensive ones—designed to improve the status quo. The job of managing workplace change can be difficult; managed poorly, the result can be disastrous to the morale and stability of the staff. Managing Change, Creativity and Innovation brings together comprehensive aspects of change and innovation management, providing readers with an accessible and wide-ranging resource for study and debate. The Change Cycle aims to help readers to more resourcefully cope with change at work by helping them understand and predict their behavior and the behavior of others.

Why are some organizations better able than others to maintain function and structure in the face of unanticipated change?
Originators and practitioners of such change methods as Future Search, Real Time Strategic Change, Gemba Kaizen, and Open Space Technology outline the distinctive aspects of their approaches, detail roles and responsibilities, share stories illustrating their use, and answer frequently asked questions. After more than 14 years of research with corporate change, the ADKAR model has emerged as a holistic approach that brings together the collection of change management work into a simple, results oriented model.
This new book and its accompanying Change Planning Toolkit™ are designed to make change less overwhelming, more human and to help get everyone literally all on the same page for change. Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. ReadyToManage is your one-stop shop for world class employee and personal development resources. They must implement an enterprise-wide environmental sustainability initiative that will transform the Spectrum organization and the products it manufactures. The Scenario Introduction screen allows students to learn about their unique scenario, including the specific role they will be playing.
It features key information including the user’s name and role, calendar, number of adopters, organizational phase, credibility level, and change efficiency ratio. Information about each lever is included on the left, including a short description, the number of people it will affect, the weeks required to implement it, and the number of weeks before it can be re-used.
The Organizational Readiness screen tracks how many people the student has in each stage of adoption and those changes over time.
Toggles allow them to customize the view to see only Direct Impact, Indirect Impact, or both for Total Impact. Change management is of key importance, yet efforts often fail because a holistic approach has not been taken, a proper assessment of the organization has not been done or there is no rigorous execution plan.
First we engage in an organizational assesment, then we determine the appropriate change management plan to put in place, based on our foundational change model. The opinions of employees and other stakeholders are an important indicator of where you should focus your efforts. It is our roadmap for building and operating a healthier, more sustainable campus community. As a result, the Harvard Sustainability Plan is a true University-wide initiative that our entire community is invested in making successful. Kaplan, Senior Associate Dean and Professor of Management Practice at Harvard Business School.
The Heart of Change: Real-Life Stories of How People Change Their Organizations, by John P. Because in order to make any transformation successful, you must change more than just the structure and operations of an organization—you need to change people’s behavior. Change consultant Marcella Bremer got frustrated and developed this pragmatic 21st Century approach to organizational culture, change and leadership which includes using an organizational Culture Assessment Instrument based on the Competing Values Framework by Cameron and Quinn. Next, the author suggests engaging in Change Circles to develop vital change before copying, coaching and correcting behavior on a peer basis to Be the change and Lead the way!
The 10 articles featured in this nook (including the widely known and well-regarded “Leading Change,” by John P.
The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of this book. Diagnostic tools and practical learning exercises enable readers to identify change and experience various outcomes based on real-world scenarios.
It addresses leadership mindset and behavioral modeling, culture change, and large systems implementations, providing best practices developed over three decades of consulting to Fortune 500 executives.
What sets it apart from other books on the subject is that it is light on theory and  heavy on action- it therefore jumps directly into what you need to do and how you need to do it to meet your change objectives. As veteran business consultant William Bridges explains, successful organizational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. Balancing theory with practice, this book looks at the human side of managing change and creativity, treating them as interdependent aspects of management and organizations.
Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. Authors Salerno and Brock teach readers about six predictable and sequential stages that accompany any sort of change. Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. This updated new edition of the book features profiles of sixty-one change methods by the originators and foremost practitioners of such high-leverage change methods as Appreciative Inquiry, the World Cafe, Six Sigma, Future Search, and Open Space Technology. However, it does offer considerable diversity of reading material (from the theory of managing change to highly practical strategies and tactics for leaders and others to apply in their work) and therefore offers great insight into the critical subject of Change management theory and practice. Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience. In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page.
To simulate the effect of power and influence on change management, students play the simulation as a middle manager or a CEO and face a low-urgency or a high-urgency change situation.
The Foreground Reading will provide an overview of Spectrum’s products and business history. Once targets have been interviewed, the user can click on their pictures to see the interview results. Once a lever and its associated targets are selected, the decision is submitted and the results are summarized in the News tab. We ensure that leaders take ownership for completing aspects of the change plan and that they are able to communicate the change plan and the end-state goal. We are dedicated to institutionalizing best practices in sustainable operations and translating research and teaching into practice by using our campus to pilot innovative solutions that can be widely replicated. The list of Top 20 of the best books on the broad subject of Managing Change below includes only those written in the last 5 years (2007-2012).

John Kotter’s eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe.
And that is never easy. According to bestselling author and renowned leadership expert John Kotter and co-author Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success. Why? In this book, practitioner Rodger Dean Duncan shows that humanness, approachability, and friendliness are necessary but often overlooked elements of making change successful. Change cannot be achieved by a press release, slogan, or announcement.
Kotter which became a whole book) was drawn from many Harvard Business Review articles on change management. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles. The authors of this book suggest that success change involves the following: listen to the stakeholders, learn about the issues, lead with clarity and involvement, align systems, communicate relentlessly, follow-up and course-correct.
Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control.
The experiential learning exercises also allow readers to reflect on their own experiences of change.
The book is written for executives and managers, OD consultants, change managers, project managers, and change consultants. This book provides an overall change process model that includes overall phases, and sub-activities and tasks that are required to effect the change. A few perish suddenly, but many die painful, protracted deaths that drain the organization’s resources, energy and morale.
Directed at managers on all rungs of the proverbial corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing the disruptions caused by workplace change.
This model is grounded in recent discoveries in social psychology and cognitive neuroscience, but is presented in a straightforward, conversational style peppered with humor. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Each author outlines distinctive aspects of their approach, answers frequently asked questions, and provides case studies and references to learn more.
And if you only had the budget to buy just three of this list, which ones would emerge as the most useful? In all scenarios, they must convince a critical mass of key Spectrum employees to adopt the initiative and the resulting changes. The list also includes several excellent books that are in their 2nd, 3rd, 4th and even 5th printing in this time frame. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. Effective organizational change requires the active, mindful participation of the people affected by the change. The most compelling were selected the most important ones to help individuals to spearhead change in his or her organization. Then consider who will be most affected; ask questions and listen carefully to the responses. Hayes strikes a balance between describing change theory and practice by examining the key theories on change and applying those theories to a variety of organizational settings to demonstrate how different types of enterprise can develop practical tools to help implement change.
Each of these are fully explained and then summarized for easy future reference in the appendix.
It is an therefore a useful managerial tool for navigating these tumultuous, uncertain times.
Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve. A one-stop comparative chart helps you determine which methods will work best for you, along with chapters on mixing and matching and sustaining results. You can begin to see the barrier points and understand the levers that can move your changes forward.
As we said at the outset this is a highly subjective decision but my three would be “Leading Change”, “Switch” and “Adkar”.
The second release of this simulation combines the proven learning objectives of the original with an updated user experience, new scenario assignment options, and new tools for conducting a debrief. The top 20 list contains several notable authors who have written many books on the subject of managing change.
They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation. Leaders must learn how to bring their entire team on board with changes and ensure they are invested in the process as well as in the outcome.
The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine.
They offer tools and strategies needed for individuals at all levels, helping them understand what they ought to expect, from themselves and others, as they move through each stage of The Change Cycle. Or it can be on a larger, even corporate-wide scale, through meetings, surveys, social media, focus groups or a combination. Based on research with more than 1100 companies from 59 countries, ADKAR is a simple and holistic way to manage change. In Switch, the Heaths show how everyday people—employees and managers have united both minds and, as a result, achieved dramatic results.

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