What is the optimal solution to solve Change Management Simulation: Power and Influence V3 Session 1

Scenario 1: Influence Without Authority, Low Urgency

You are the director of product innovation within the research & development (R&D) unit of Spectrum Sunglass Company.

You have recently noticed that sustainable economic development and the link between sustainability and innovation is featured in many of the professional articles you read, such as Why Sustainability Is Now the Key Driver of Innovation. While you generally feel very positive about Spectrum, you are frustrated that you dont have any new sunglass products to offer to the vocal customers who increasingly express concerns about Spectrums environmental impact. Not only does sustainable development make sense to you personally, from both a moral and an economic standpoint, you also see this as an opportunity to differentiate Spectrums products from your competitors, which focus exclusively on design and price.

During Spectrum Sunglass Companys annual strategy retreat, you decide to pitch the idea of forming a task force to make the company and its products more environmentally sustainable. Your vision for Spectrum consists of three specific goals:

1. Eliminate 25 percent of waste by redesigning the manufacturing process.
2. Reduce the current level of greenhouse gas emissions by 15 percent.
3. Create a new product line based entirely on environmentally benign materials.

You argue that these goals, while aggressive, are achievable within the next two years. Based on your current understanding, the task force will need to pursue the following activities:

1. Conduct energy audits and set aggressive milestones for improvement on the three goals.
2. Redesign processes and products to be more environmentally sustainable (and scale up successful experiments quickly).
3. Analyze environmental life cycles throughout the entire value chain inside the firm and with its suppliers.
4. Replace fossil-fuel energy sources with renewable energy sources.
5. Replace petroleum-based materials with biodegradable materials.

After politely listening to your proposal, the team present begins to respond.

Andrew Chen (general counsel): In my professional opinion, the sustainability project opens up the company to unnecessary legal risks. If we go ahead with this, I would advise we pursue only one of the three goals, and that we not publicly announce or promise it until after a careful internal due diligence process.

Paul Diaz (CFO): Instead of focusing on a pie-in-the-sky sustainability project, the task forces time and money would be better spent on finding innovative ways for Spectrum to reduce raw material costs and counteract the seasonality of its business.

Daisha Farook (VP of operations): Im concerned about a product and process change that is likely to increase raw material costs and disrupt existing production flows.

Leslie Harris (VP of sales and marketing): This idea has considerable promise and it would be foolish to reject it prematurely.

After an hour-long discussion, Hasan Ashraf, the CEO, and the rest of the management team agree to support your proposal, with the condition that the measure of success be your teams ability to achieve the proposed three goals

within the next two years. The CEO agrees to allow you and your task force to spend 75 percent of your time on this change initiative over the next two years.

Your central challenge is to convince your colleagues that a dramatic change in the organizations strategy and products is necessary and that environmental sustainability is one of the keys to the companys future. This challenge is somewhat complicated by the fact that you must influence the rest of the organization without the formal authority to command employees attention, and there is no generally perceived need to change at this moment because of the companys return to normal profitability. You do have a reputation for being competent and trustworthy, however, and this reputational capital will be invaluable to you as you take on this new challenge.

Scenario 1 Lever Details Walk the talk Scope of impact: entire org. Weeks to implement: 2 Weeks before reuse: 8 When the change agent's actions are aligned with the change initiative, trust is built and effective change is much more likely. If properly executed, pulling this lever can increase the change agent's credibility as well as positively influence targets in any stage if the change is first communicated. Get consultant's support Scope of impact: entire org, Weeks to implement: 3 Weeks before reuse: 4 Sometimes outside experts can gain the attention of organizational members and jolt them out of their complacency better than internal authorities can. If properly executed, pulling this lever can increase the change agent's credibility as well as positively influence change targets before the trial stage. Get CEO's public support Scope of impact: entire org. Weeks to implement: 2 Weeks before reuse: 6 When the change agent lacks formal authority, getting public support from the CEO is essential. If properly executed, pulling this lever can increase change agent credibility as well as positively influence change targets before the trial stage. Conduct private interviews Scope of impact: 4 Weeks to implement: 1 Weeks before reuse: 1 Private conversations can reveal important information about the change target, such as who is in their social network and how the target feels about the proposed change initiative. If properly executed, pulling this lever can positively influence targets before the trial stage, as well as their friends. Issue e-mail notice Scope of impact: entire org. Weeks to implement: 1 Weeks before reuse: 4 Organization-wide emails help convey the change vision and indicate progress. If properly executed, pulling this lever can positively influence targets before the trial stage. Hold town hall meetings Scope of impact: entire org. Weeks to implement: 3 Weeks before reuse: 6 Town hall meetings can communicate the change vision and provide an opportunity for two-way dialogue about it. Attendance at these meetings is usually voluntary. If properly executed, pulling this lever can positively influence employees before the trial stage. Provide internal skill-building Scope of impact: 3 Weeks to implement: 2 Weeks before reuse: 10 Some associates want to adopt a change but they do not know how. By providing in-house training, you expand a trainee's capacity to adopt the change. If properly executed, pulling this lever can positively influence three individuals to adopt the sustainability initiative, as well as their friends. Provide external skill-building Scope of impact: 3 Weeks to implement: 4 Weeks before reuse: 12 External training can expand a trainee's capacity to adopt the change. If properly executed, pulling this lever can positively influence three individuals to adopt the sustainability initiative, as well as their friends. Conduct pilot project Scope of impact: 3 Weeks to implement: 4 Weeks before reuse: 12 Pilot projects are relatively fast and inexpensive ways of learning by doing amongst coworkers. If properly executed, pulling this lever can positively influence the coworkers engaged with the project. Post progress reports Scope of impact: entire org, Weeks to implement: 2 Weeks before reuse: 2 Posting progress reports is a common means of using visible cultural artifacts and symbols to redirect invisible cultural norms. If properly executed, pulling this lever can positively influence adoption of the initiative by those in the aware or interest stages. Tell a 'success story Scope of impact: 3 Weeks to implement: 1 Weeks before reuse: 1 Organizational storytelling is a relatively slow but effective way to challenge and redirect the norms and values of the organizational culture. If properly executed, pulling this lever can positively influence the listeners as well as their friends to adopt the initiative if any of them are in the aware or interest stages. Clarify organizational values Scope of impact: entire org. Weeks to implement: 8 Weeks before reuse: 20 Organizational values are often unconscious guides to organizational behavior. By making these values more explicit, better alignment can be created. If properly executed, pulling this lever can directly influence targets in the Interest or trial stage. Build a coalition of support Scope of impact: 3 Weeks to implement: 4 Weeks before reuse: 4 Negotiations to create political alliances can be crucial for obtaining commitment to a change initiative. If properly executed, pulling this lever can positively influence adoption of the sustainability initiative by any targets in the interest or trial stages, along with their friend network. Recognize an adopter Scope of impact: 1 Weeks to implement: 3 Weeks before reuse: 10 Political power accrues to those who are formally recognized within organizations, and recognizing an advocate sends a signal to others as to where the power is flowing. If properly executed, pulling this lever can positively influence adoption of the initiative by the advocate's coworkers. Privately confront resister Scope of impact: 1 Weeks to implement: 1 Weeks before reuse: 4 Resistance to change is to be expected in all change initiatives, but sometimes the resistance is irrational and politically corrosive. If properly executed with an actual resister, pulling this lever can positively influence adoption of the initiative by the resister and their friends. Announce goals & deadlines Scope of impact: entire org, Weeks to implement: 4 Weeks before reuse: 10 Organizational goals and deadlines provide targets to aim for. Organizational attention and focus are precious resources. If properly executed, pulling this lever can positively influence adoption of the sustainability initiative throughout the organization. Revise reward system Scope of impact: entire org. Weeks to implement: 12 Weeks before reuse: 20 This is a formal control system for recognizing and motivating desired behaviors while discouraging unwanted ones, but it requires considerable credibility and careful timing. If properly executed, pulling this lever can positively influence adoption of the initiative throughout the organization