Step 1: Create Urgency

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around
the need for change. This may help you spark the initial motivation to get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about increased competition.
Open an honest and convincing dialogue about what's happening in the marketplace and with your
competition. If many people start talking about the change you propose, the urgency can build and feed
on itself.
What you can do:

Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and
thinking.

Request support from customers, outside stakeholders and industry people to strengthen your
argument.
Communication lever "Issue email notice"

Step 2: Form a Powerful Coalition

Convince people that change is necessary. This often takes strong leadership and visible support from
key people within your organization. Managing change isn't enough you have to lead it.
You can find effective change leaders throughout your organization they don't necessarily follow the
traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of
influential people whose power comes from a variety of sources, including job title, status, expertise,
and political importance.
Once formed, your "change coalition" needs to work as a team, continuing to build urgency and
momentum around the need for change.
What you can do:

Identify the true leaders in your organization, as well as your key stakeholders .
Ask for an emotional commitment from these key people.

Work on team building within your change coalition.

Check your team for weak areas, and ensure that you have a good mix of people from different
departments and different levels within your company.

Step 3: Create a Vision for Change

When you first start thinking about change, there will probably be many great ideas and solutions
floating around. Link these concepts to an overall vision that people can grasp easily and remember.
A clear vision can help everyone understand why you're asking them to do something. When people see
for themselves what you're trying to achieve, then the directives they're given tend to make more sense.

What you can do:

Determine the values that are central to the change.

Develop a short summary (one or two sentences) that captures what you "see" as the future of
your organization.

Create a strategy to execute that vision.

Ensure that your change coalition can describe the vision in five minutes or less.

Practice your "vision speech" often.

Cultural change lever

Step 4: Communicate the Vision

What you do with your vision after you create it will determine your success. Your message will probably
have strong competition from other day-to-day communications within the company, so you need
to communicate it frequently and powerfully, and embed it within everything that you do.
Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get.
Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds,
they'll remember it and respond to it.
It's also important to "walk the talk." What you do is far more important and believable than what
you say. Demonstrate the kind of behavior that you want from others.
What you can do:

Talk often about your change vision.

Address peoples' concerns and anxieties, openly and honestly.

Apply your vision to all aspects of operations from training to performance reviews. Tie
everything back to the vision.

Lead by example .

Step 5: Remove Obstacles

If you follow these steps and reach this point in the change process, you've been talking about your
vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and
achieve the benefits that you've been promoting.
But is anyone resisting the change? And are there processes or structures that are getting in its way?
Put in place the structure for change, and continually check for barriers to it. Removing obstacles can
empower the people you need to execute your vision, and it can help the change move forward.
What you can do:

Identify, or hire, change leaders whose main roles are to deliver the change.

Look at your organizational structure, job descriptions, and performance and compensation
systems to ensure they're in line with your vision.

Recognize and reward people for making change happen.

Identify people who are resisting the change, and help them see what's needed.

Take action to quickly remove barriers (human or otherwise).

Step 6: Create Short-Term Wins

Nothing motivates more than success. Give your company a taste of victory early in the change process.
Within a short time frame (this could be a month or a year, depending on the type of change), you'll
want to have some "quick wins " that your staff can see. Without this, critics and negative thinkers
might hurt your progress.
Create short-term targets not just one long-term goal. You want each smaller target to be achievable,
with little room for failure. Your change team may have to work very hard to come up with these
targets, but each "win" that you produce can further motivate the entire staff.
What you can do:

Look for sure-fire projects that you can implement without help from any strong critics of the
change.

Don't choose early targets that are expensive. You want to be able to justify the investment in
each project.

Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early
goal, it can hurt your entire change initiative.

Reward the people who help you meet the targets.

Step 7: Build on the Change

Kotter argues that many change projects fail because victory is declared too early. Real change runs
deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
Launching one new product using a new system is great. But if you can launch 10 products, that means
the new system is working. To reach that 10th success, you need to keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what you can improve.
What you can do:

After every win, analyze what went right, and what needs improving.

Set goals to continue building on the momentum you've achieved.

Learn about kaizen , the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Step 8: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the core of your organization. Your corporate
culture often determines what gets done, so the values behind your vision must show in day-to-day
work.
Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will
help give that change a solid place in your organization's culture.
It's also important that your company's leaders continue to support the change. This includes existing
staff and new leaders who are brought in. If you lose the support of these people, you might end up
back where you started.

What you can do:

Talk about progress every chance you get. Tell success stories about the change process, and
repeat other stories that you hear.

Include the change ideals and values when hiring and training new staff.

Publicly recognize key members of your original change coalition, and make sure the rest of the
staff new and old remembers their contributions.

Create plans to replace key leaders of change as they move on. This will help ensure that their
legacy is not lost or forgotten.

Phases :
Unfreeze

Unfreeze represents the stage before the change occurs -- the point at which the status quo ends.
Organizations determine the need for change and develop messaging that details why current ways will
no longer work. Old customs and norms are replaced. As this happens, employees experience
uncertainty about how changes will impact them. This uncertainty may lead to a fear of change that
may, in turn, spur dissent.
Change

During the Change stage, organizations incorporate new behaviors, and employee uncertainty eases.
Communication and training are essential to help employees understand their roles in making change
happen. As organizations foster this understanding, people start to buy in to the new ways that will
support the organizations new vision. Employees are most likely to accept change if they understand
how the changes will benefit them. However, some people -- particularly those who benefit from the
status quo -- may be adversely impacted by change, and it will take time for others to recognize the
benefits.
Refreeze

Refreezing takes place after the change. This is the point when organizations establish the change as the
standard. Those affected embrace the new ways of working. Moreover, reinforcement and
measurement of behavior changes take place. Incentive systems are put into place to achieve desired
behaviors. Performance appraisals, promotions and bonuses are based on desired performance and
resulting outcomes. Organizations develop objective measures to gauge their efforts and form strategies
for sustaining change into the future.

Mobilisation phase:
Make the case for change initiative
Build the organisation capacity for change
Movement (change):

Build momentum for change initiative

Preserve and continue to build organisational capacity for change.
Sustaining the innovation(Refreeze):
Institutionalize change initiative

Change Initiative:
getting a transformation program started requires the aggressive cooperation of many individuals. In
order to be motivational we will try to clarify organizational values to the managers so that they would
understand how important it is for us all to work together.

OBJECTIVES
1) waste reduction
(i) to assess the activities involved for the proposed and determine the type, nature
and estimated volumes of waste to be generated;
(ii) to identify any potential environmental impacts from the generation of waste at the
site;
(iii) to recommend appropriate waste handling and disposal measures / routings in
accordance with the current legislative and administrative requirements; and
(iv) to categorise waste material where practicable (inert material / waste fractions) for
disposal considerations i.e. public filling areas / landfill.
2) Greenhouse gas emission
(i) Try walking and biking more often
(ii) Turn off your lights and appliances
(ii) Unplug appliances when you aren't using them
(iv) Make food from scratch. Instead of buying pre-packaged meals, which require a lot of energy to
manufacture, make as much from scratch as possible.
3) Expand the new product line

Waste reduction techniques

waste sorting, i.e., separating recyclable waste from general waste. By installing trash bins
labeled by the type of waste at the entrance of the office and the clean room to ensure proper
waste sorting
2) Check final waste disposal practices, and also focus on educational activities related to the
sorting of waste and other topics.
3) Resued organic material: work directly with suppliers to turn 56 million pounds of recovered
materials into bio-diesel ,soap or a supplement of animal feed.
4) Plastic shopping bags for sunglasses: One-time-use shopping bags represent a tremendous
opportunity to reduce the amount of waste being sent to landfills. Through a variety of
initiatives in each of the markets we serve around the world, we can reduce plastic bag waste by
more than 38% by the end of 2014, compared to our 2013 baseline. That represents a reduction
of 10 billion bags annually.
1)

Electronics recycling: Part of our commitment to doing business responsibly includes considering the
entire life cycle of the products we sell. We have partnered with leading organizations to make proper
recycling of used electronics as convenient as possible
At the beginning, I want to let them be aware of this initiative as soon as possible, so my first 3 choices
are to issue e-mail notice, walk the talk and hold town hall meetingsand I thought that would be a
good way to start. But result is not good at all, no one seems to be affected, at that moment I noticed
how difficult it is to bring a change into the company, no one wants to move from their confortable
position, and they would pay no attention to what I said, I need put more devotion into it. After wasting
5 weeks, I start to conduct private interviews with 4 top managers to let them know this change project
and to see what their opinions, the first conduct makes 6 people enter the awareness stage, and I got 4
different opinions. Then I spend week 6 to get consultants support and makes one person into the
interest stage, because sometimes outside experts can gain the attention of organizational member
better than internal authorities can. At week 8, I privately confronted the resister Andrew Chen who is
the general counsel of the company, trying to persuade him since he plays such an important role in the
company, but I failed, I think it is because I still have nothing to show him that Im right, maybe after a
short-term win of this change he may change his mind. At week 9, I conducted private interviews and
got 5 people enter the awareness stage and 1 person enters the interest stage. And at week 10, I told a
success story to 3 people, because I think the example of other companies that benefit from
sustainability would make them interest in this project, and it turned out to make 1 person enter the...

As my role in the Change Management Simulation: Power and Influence was the CEO and founder of
Spectrum Sunglass Company, I was considering the sustainability and innovation of the company. Since I
want to differentiate my product on price and design from our competitors, I choose environmentally

sustainability as the new strategy. I had aware that this would be a huge turning point for the whole
company, so my goal in the simulation was prevail all my staffs to adopt the action.
Simulation Process
When I started the simulation, things did not go well. I first tried to inform some notification to the
managers. However, since the initiative is big to the firm, no one actually respond to my notification. I
simply underestimate how hard it can be to drive people out of their comfort zones (Kotter, J. 1995).
Some notifications were just too gentle. But I still believe that getting a transformation program started
requires the aggressive cooperation of many individuals. Without motivation, people wont help, and
the effort goes nowhere (Kotter, J. 1995). So I went to the consultant to get support on the initiative so
that the managers would have fate in the initiative. The result was not very satisfying though. I did gain
the consultants support, people were still showing no interest in the initiative. In order to be more
motivation I tried to clarify organizational values to the managers so that they would understand how
important it is for us all to work together.
I was frustrated when my first four moves did not do any good. However the conducting of private
interviews was what made things went on to the rail. As quote, 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. So conducting private interviews with people could
help me recognize their social networks and thoughts on the initiative. And though the private intervie...
You work for Spectrum Sunglass Company, an established sunglass company that has weathered some
tough economic times, but is looking forward to continued growth and future earnings. You play the
role
of the CEO or the Director of Product Innovation, in charge of adopting a new sustainability initiative.
Your role is to convince other employees to support this sustainability initiative and you have 96 weeks
to
make it happen.

Prepare
After logging in, you start the simulation on the Prepare tab. The Simulation Summary screen gives you
information about the scenario, including the specific role that you will be playing. If your instructor has
decided to have you play more than one scenario, youll want to re-read this screen very carefully as it
changes from scenario to scenario. The Prepare tab also contains a link to download the Foreground
Reading, which provides an overview of Spectrums products, business history, and corporate structure.

Select the Org Chart screen to review a chart of Spectrums 20 managers and their roles. You can learn
more about how to play the simulation by visiting the How to Play screen, which contains a high-level
overview of the steps youll need to follow, as well as a more detailed downloadable How to Play
presentation.Copyright 2010 Harvard Business School Publishing. Page 2

Analyze
After you complete the Prepare section, move onto the Analyze tab and begin familiarizing yourself with
the Dashboard. Here you will find an overview of your progress including week number, the stage of
adoption for all 20 managers, and your credibility rating. The overall organizations phase of adoption is
also tracked here. The organization begins in the Mobilize phase, and its your job to reach the
Movement
and finally Sustain phases. As you progress through the simulation, be sure to note which phase the
organization is in as some levers are more effective in certain phases than others.Copyright 2010
Harvard Business School Publishing. Page 3

Decide
On the Decide tab, each week youll decide which lever to pull, and if applicable, who to target.
On the left side is the Lever Information table including a list of available levers, and a few details about
each lever, including scope of direct impact, weeks to implement, and additional weeks before re-use.
You can click on the ? icon to see a description of the lever. Be sure to read each lever description
carefully before making your decisions. Some levers target the entire organization, while others target
only selected individuals. For those levers, you will need to choose the people to target.
You select your targets on the right side of the screen. Once they enter the first stage of adoption,
initials
will appear next to their name indicating the stage theyre in. For example, there is an Ad next to my
name because as the change agent I begin the simulation as an adopter. As I progress and my targets
begin entering the Awareness stage, an Aw will appear next to their names. You can click on a
persons face to get basic information about him/her. In order to get additional information, including

personal networks, youll need to utilize the Conduct private interview lever. Click Review Org
Chart at any time to review the companys structure. Once youve selected your lever and your targets,
click Submit Decisions to advance. Note: you can only pull one lever at a time. Copyright 2010
Harvard Business School Publishing. Page 4
Analyze (post-decisions)
After you submit each decision, the simulation will advance the number of weeks required by that lever,
and youll be brought back to the dashboard to see the impact of your actions.
If you have interviewed employees, you can click the Information icon for additional background
information including their personal network. A yellow triangle indicates that a person has been
identified
as a resister to the change initiative.
You can monitor your progress and the efficacy of each decision on the other Analyze tab screens. Org
Readiness tracks how many people you have in each stage of adoption and how that changes over time.
Lever Impact displays the direct and indirect impact of your most recent decision. Network Graph
displays the employees professional and personal networks. At the beginning of the simulation you will
only see their professional networks in red, but personal networks will appear once you start
interviewing
colleagues. You can roll over a persons picture to see his/her network highlighted.
Again, you have 96 weeks to get as many adopters as possible.
Once you complete the simulation, you can always review your result by clicking the Run Archive link at
the bottom of the screen. You can also use the Run Archive link to resume an unfinished run. Finally, if
your instructor has assigned you a different scenario, you can launch it from here.Copyright 2010
Harvard Business School Publishing. Page 5
This concludes our video on how to play the simulation. Good luck with your efforts to have the change
initiative adopted