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Reflection- Simulation Results- Change Gang
Lisa Day
Siena Heights University
LDR 660- Strategic Leadership
Dr. John Fick
February 21, 2024
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The Experience Change (2016) and GlobalTech simulation provided valuable insights
into the complexities of organizational change management. The Change Gang team's
performance was a blend of successful strategies and areas for improvement, all of which offered
a comprehensive learning experience.
What Went Well:
1. Incremental Progress: We effectively progressed through various stages of the change
process, including benchmarking, problem identification, stakeholder mapping, and team
development. This incremental approach ensured that we addressed each aspect of
change systematically. As Kotter emphasizes in his 8-Step approach, there is great
importance of breaking down change initiatives into manageable steps and executing
them sequentially to achieve success (Bedard, 2023).
2. Engagement and Communication: Utilizing tactics such as focus group interviews,
team mentoring, and departmental Q&A sessions facilitated active engagement and open
communication within the organization. As research as shown, these interactions fostered
a sense of inclusion and transparency, crucial for getting support and buy-in from
stakeholders (Macey & Schneider, 2008).
3. Recognition and Celebration: Implementing initiatives like publicizing team successes,
rewarding individual efforts, and celebrating milestones contributed to boosting morale
and sustaining momentum throughout the change journey. As Shaughnessy (2023) has
shown, acknowledging achievements fostered a positive organizational culture and
reinforced commitment to the change process.
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Areas for Improvement:
1. Vision and Strategy Development: Despite appointing a core change team and outlining
changes and challenges, there seemed to be a lack of clarity and alignment regarding the
vision and strategy. Repeated efforts in developing and communicating a cohesive vision
could have strengthened organizational focus and direction.
2. Resource Management: While we utilized a significant portion of our budget and time
allocation, there were instances of overspending and inefficient resource allocation.
Improved budgeting and resource planning could optimize utilization and prevent
unnecessary constraints on the change initiative.
3. Investment in Communication: It became evident that we needed to invest more time
and money into communication strategies. Enhancing communication channels, such as
investing in comprehensive training infrastructure and implementing suggestion
programs, could have facilitated smoother dissemination of information and alignment of
objectives throughout the organization.
4. Leadership Engagement: Although I believe the leadership score perhaps indicates
moderate effectiveness, there is room for enhancing leadership involvement and
commitment. Encouraging active participation from senior leadership, including the
CEO, in initiatives such as reassurance announcements and upbeat speeches early in the
change process can bolster confidence and credibility in the change efforts. The Change
Gang overlooked this aspect until late in the simulation.
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In conclusion, the Change Gang’s work in the simulation provided a realistic view of the
challenges and opportunities inherent in managing organizational change. While we were not
able to get to the 60% buy in in the required time frame, we came close and had money left in the
budget. Reflecting on our performance, our timing on implementation of certain tactics was key,
and in some respects, is where we fell short. However, through this simulation experience, our
team members can leverage what we have learned from our successes while addressing areas for
improvement to have a deeper understanding of the vital elements of change and drive an
impactful and sustainable change in any future endeavors in our perspective leadership roles.
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Resources
Bedard, A. (2023, December 21). Methodology. Kotter International Inc.
https://www.kotterinc.com/methodology
Experience Point Inc. (2016). Experience
Change. https://loot-c.experiencepoint.com/ec/v5.1.0/pdf/en/ExperienceChange_changeTheory_
en.pdfLinks to an external site.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and
Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x
Shaughnessy, D. (2023, November 29). The impact of employee recognition on company
Culture & Performance. LinkedIn. https://www.linkedin.com/pulse/impact-employee-
recognition-company-culture-dominic-shaughnessy-e9soe/
