Organizations
Rehearse the people side of change.
Managers and project teams practice building support for an initiative, together, before they have to do it at work.
Change Pro for organizationsThe Change Pro Simulation
Practice making change happen.
Successful change takes more than a good plan. It takes an understanding of people, the ability to build support, and the confidence to make difficult decisions.
In Change Pro, teams of managers take on a realistic change challenge: 120 days to win over the 24 managers of a division.
Trusted since 2004 by business schools, organizations and consultants.
Your missionWin the support of 24 managers
Day 42of 120
AwareInterestedEvaluatingAdopted6 of 24 adopted
Illustration of the challenge. The simulation itself is shown below.
The knowing–doing gap
The hard part of change is the doing.
Most managers already know a lot about change. They have taken the courses, learned the frameworks and can explain what should, and should not, be done.
Applying it is another matter. Faced with real decisions, tight deadlines and people who react in unexpected ways, even experienced managers often fail to put into practice what they know.
Change Pro makes that gap visible. Participants take charge of a realistic change initiative and live with the consequences of their choices. A structured debrief then helps them see where their actions departed from what they knew, rediscover key principles and take fresh insights back to work.
How change spreads
A single decision rarely stays with one person.
In Change Pro, every tactic reaches particular people, and through them, others. Step through a simplified example.
ExampleDay 90
AwareInterestedEvaluatingAdoptedCooling4 of 24 adopted
Inside the simulation
The same division, from the participants’ side.
Sent by Group Head Office into a successful division, each team must win support for a major corporate initiative, with little formal authority and before time runs out.
120simulated days
to make progress
to make progress
24senior managers
to convince
to convince
25tactics
to choose from
to choose from
Choose a tactic
From gathering background information to a pilot project, a benchmarking visit or a decree. Networks and committees have their own tab.
Choose who
Many tactics involve particular managers. Here the team has picked the vice-president of R&D and a sales director.
Check the cost
Each tactic says what it involves and how many of the 120 days it takes. This one takes a day.
Commit, and read the response
DO IT spends the days. A short account of what happened follows, with the points each manager involved gained or lost.
Day 60: halfway
Each card’s bar shows how far that manager has come, from awareness through interest and evaluation to adoption. Two months in, some have moved and most have not. With 60 days left, the team has to decide where to spend them.
- Awareness
- Interest
- Evaluation
- Adoption
A session
What happens on the day.
Change Pro runs as a facilitated module of four to eight hours.
TeamsThree to six participants each, with every team working in its own copy of the simulation.
DeliveryIn a web browser, with nothing to install.
FacilitationA facilitator area to set up the session, follow the teams and open each team’s report for the debrief.
LanguagesEnglish, French, German, Spanish, Danish, Greek, Portuguese and Russian.
Who it’s for
Built for the people who develop managers.
Companies use Change Pro in leadership programs and ahead of major change, business schools in MBA and executive courses, and consultants in their client work.
Business schools
A shared experience to analyze.
Every team faces the same division and takes its own path. Comparing those paths makes the theory concrete in the debrief.
Change Pro for business schoolsConsultants
A structured experience for client work.
Run a facilitated simulation in which decisions, feedback and reflection follow each other, then connect it to your clients’ own change.
Change Pro for consultants- Content
The Change Pro Simulation® is based on the content expertise of Professor Jean-François Manzoni, currently Professor of the Practice of Management at IESE Business School after serving for many years on the faculty of INSEAD and IMD.
- Research
It builds on the “Organizational Change Game” developed by Janet Near at Indiana University, and on ideas discussed by Jean-François Manzoni and Albert Angehrn in an award-winning article published in the Journal of Management Information Systems (Vol. 14, No. 3, pp. 109–140).
- In use
First run in an INSEAD program in 2003, and used by business schools, companies and consultants around the world since 2004.
In their words
Change Pro is an outstanding learning experience. It is an ideal capstone to our Executive Strategic Business Leadership Program.
Request a quote
Tell us about your program.
Who are the participants, roughly how many, and when? We’ll reply with a proposal, including facilitation options.
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contact@learningways.com
contact@learningways.com