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Managing Change
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A realistic simulation to address the issues associated with managing change - teams actually experience the impact of organisational change.
Examines the best ways of communicating/implementing changes to staff. Some of you will implement change, others are on the receiving end. Get it right and the path is relatively smooth; get it wrong and you’ll open a hornet’s nest!
For a brief period two teams work together following a procedure which they soon get used to. A third team observes them and soon realises that the procedure has faults. It is now their job to present an improved method to the ‘workers’ and implement changes (including making two people redundant).
The way they do it can make all the difference. Do they include the teams in the process or do they simply TELL them? Will it end in mutual acceptance or outright hostility? Hold on to your hat!
Uniquely allows participants to experience the change process and report on their feelings - and opens up into a wider discussion on a range of issues around managing change.
- why people fear change
- to involve people in the preparation for change
- to implement change with minimum disruption
- to understanding the change process
- Divide group into three teams, A, B and C.
- Set up the single computer and printer in an accessible area between teams A and B.
- Briefly introduce the exercise using PowerPoints provided (optional).
- Issue the Briefing Folders, Maps, Planning Sheets and Week 1 Orders.
- Allow Teams A and B work on their tasks while Team C observes and plans.
- Ask Team C to present its findings and changes to A and B.
- Start A and B on their new regime. Team C observes.
- Lead a debrief on the key lessons of the exercise. Ask how A and B feel about the new system. How did the redundant workers feel? Lead the discussion into key points on how best to implement change.
Managing Change provides the opportunity to experience change in action – to see the actual resistance to change and how management can help or hinder that resistance.
Helen Reed, Benson Payne Ltd
Used with first-line (middle) managers for management development training, 'Managing Change' generated discussion on how to make changes in a better way.
- Transport for London
- Cardiff City Council
- Bristol & West Building Society
- Royal Mail
- The Cooperative
- Superdrug Stores
- Kuehne & Nagel
- North Cheshire Hospital Trust
- DHL
- Hilton UK & Ireland
- Trainer’s Notes
- CD-Rom containing Software and PowerPoints
- Folders for Teams A, B & C
- Planning Sheets
- Order Sheets
- Redundancy Forms
