adoption stage ?) b B u s i n e s s F i n a n c e
This simulation helps students develop a critical skill for today’s changing global economy: the ability to lead strategic change. You will assume the role of a change agent at Spectrum Sunglass Company and are tasked with implementing a sustainability initiative.
Students can play the simulation under four different scenarios, assuming the role of either:
- Director of Product Innovation in a low-urgency situation,
- CEO in a low-urgency situation,
- Director of Product Innovation in a high-urgency situation, or
- CEO in a high-urgency situation.
You will be allowed to practice with Scenario 4 without being graded as many times as you wish. After completing it at least once, you will be allowed to attempt Scenario 2 once and after that, allowed to attempt Scenario 1 once.
Your performance on Scenarios 2 and 1 will each count for 5% of your midterm grade. The remaining 90% of your grade will be based on an After-Action Report that you will write about your experience playing the simulation scenarios and what you learned from them.
Questions to Cover in Your Report:
- Examine your performance results that are reported in the simulation and answer for each of the two scenarios:
a. Were you able to achieve critical mass? (i.e., get at least 18 people to the adoption stage?)
b. If you were able to reach critical mass, how many weeks did it take you?
c. What was your Change Efficiency Ratio?
d. What was your Average Credibility Rating?
e. How many of your pulls (actions) were ineffective because they were too early?
f. How many of your pulls (actions) were ineffective because they were too late?
g. How many of your pulls (actions) were ineffective because you had inadequate credibility?
- Based on these results, why do you think you were successful or unsuccessful in each scenario?
- If you performed significantly better in one scenario than the other, why do you think that happened? Was there something specific that you learned in the previous scenario which greatly helped you in the next one?
- In each of the two scenarios, what seemed to work best and what did not seem to work?
- For each of the scenarios, did you take any time to diagnose and strategize before you began to act? If you did, describe your analysis and strategy. If you did not, what if anything guided your decision-making?
- How do authority and credibility levels of the change agent make a difference in the simulation?
- How does urgency of the change situation make a difference in the simulation?
- How do social networks make a difference in promoting organizational change?