CHANGE MANAGEMENT, ORGANISATIONAL BEHAVIOUR
A Multimedia Organisational Change Simulation
EIS: Executive Information System
This is a computer-based multimedia business simulation involving the implementation of organisational change. During the simulation, participants can develop and implement change strategies, select among many different tactics to meet their goal and incrementally change the attitude of the EuroComm managers, influencing their willingness to adopt the proposed innovation.
Areas: Change Management, Organisational Behavior, Technology and Innovation Management & Marketing
Authors: Albert A. Angehrn, Professor of Information Technology, Director of INSEAD's Centre for Advanced Learning Technologies (CALT), and Todd Jick, Visiting Professor of Organisational Behavior.
Minimum time required: 1/2 day (ideally: 1 day)
Languages: English, German and French.
In the "EIS Simulation", participants working in groups are challenged to introduce an innovation in a division of the EuroComm corporation. They have up to 6 months of (simulated) time to convince as many of the 22 members of the division's management team as possible to adopt an Executive Information System
(EIS) to increase their efficiency and effectiveness.
During the simulation, participants can choose among many different tactics to meet their goal. They may gather information on the managers (for example who lunches with whom, etc.) or may take direct action to try to convince the managers and thus influence their willingness to adopt the proposed innovation.
Each time participants implement a tactic, they immediately receive feedback about the impact of their decisions. The objective is to get as many adopters as possible in the shortest time.
In today's complex business environment, organisations cannot avoid to innovate, and implementing change has become one of the key tasks of managers. On the other hand - as everybody who has tried to introduce innovations and change in organisations knows by experience - managing change processes and making new things happen is often a difficult, lengthy and sometimes frustrating process. One has to expect resistance from those who think they might lose something (power, influence, opportunities, control etc.), from those who simply do not understand the implications of the proposed innovations, from those who lack trust in the "change agents", and from many other sources of passive or active internal resistance.
Through the "EIS Simulation", key issues involved in the implementation of organisational change will be discussed using a new computer-based multimedia business simulation. Participants are challenged to gradually introduce an innovation in a division of the EuroComm company. They have up to 6 months of simulated time to convince as many of the 24 members of the division's management team to adopt a new Executive Information System (EIS) which will change the information and communication flows within the company and make them more efficient and more effective.
During the simulation, participants can develop and implement change strategies, select among many different tactics to meet their goal and incrementally change the attitude of the EuroComm managers, influencing their willingness to adopt the proposed innovation. Participants work in "change agents" teams. The performance of the teams is then reviewed collectively after the simulation (which lasts approximately 2,5 hours) and linked to actual experiences of change management and implementation within their companies.