The simulation was very interesting in that my partner and I were given an opportunity to think critically about how to approach to influence different managers and workers with different characteristics. By running the simulation twice, it allowed us to find out what actions have worked and what did not during the first run, and then second run allowed us to apply what we learned to complete the second simulation in a much more efficient and timely manner.
There are three stages in the simulation, including mobilization, movement, and sustain phases. The simulation begins in the mobilization phase, and in this phase it was important to get everyone aware of the new change we wish to initiate in the company. The key
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Although many actions worked as effective tools, some of the actions resulted in demotivating workers and reducing credibility. For example, issuing e-mail notice and building a coalition of support in the beginning of the simulation did not work because people were reluctant to take risks without having enough knowledge and interest on the project. Moreover, after running the first trial, we decided not to use certain tools including announcement of goals and deadlines, revising reward system, restructuring organization, and posting progress report. We decided not to use these tools in the second trial because these tools could upset many employees who were not ready to adopt changes and held high risk of reducing credibility. Throughout the simulation, we also learned the importance of timing and analyzing each individuals. One of the examples was failure of telling success stories because even though this worked very effectively to lower level workers in the beginning of the simulation, it was not effective at all to upper level managers and toward the end of the simulation. Overall, this simulation was an opportunity to learn about when and how to implement each lever, how to earn credibility among co-workers, and according effects of lever in each stage of movements. In fact, in the beginning, we assumed that persuasion