Trainer Manual - CALT
Contents
1. To motivate the participants To briefly explain how to operate the user interface To communicate the time f rame and explain the handouts 2 1 Motivating the Participants The trainer can start the session with a brief talk on the importance of change in organisations and the fact that innovation is not always a smooth process The participants should be told that The EIS Simulation provides an opportunity to experience the difficulties and pleasures of introducing a major change in an organisation in a risk free way They should be motivated to feel like real change agents or teams of change agents with a clear mission and with limited resources 6 months time a set of tactics they can implement It is very important at this stage to have the participants understand clearly their role and what is expected of them This can be done efficiently by going with them through the 4 screens included in the help system describing the context in which they are going to operate Figure 1 their mission Figures 2 amp 3 and some advice on how to go about implementing it Figure 4 MISSION ihe chaffange por Bae Doan sed ust beca hited by thee corperate HO of a large molti mathonad company 1n managers of its OM a new srubem called EIS wide computer based the heure af modern arganizatianal Information paning systems 5 bs mot adeayz easy bs chase Whe way cated shared and used fe2. Ann Finkelbaum gt B art Bell Cynthia Jones George enn gt Hillary as 1 Avan Skull ___2 Linda Duboi boi J Positions Print EIS Simulation Score Q a Atitudes uit a XavierRas_ Page 25 Alphalabs 2000 2002 Teleswitches Limited subsidiary of Eurocomm Ann Finkelbaum CEO Bart Bell Cynthia Jones Ext Fin Controller Pers Assistant George Glenn Hillary Ross Frank Scotti Donald Pierce Ernest Stone Dir Human Fes Dir Finance Dir Dezign Dir Manufacturing Dir Cust Rel nz Schal Fam Kahn Quentin Fy an Laboratory gr Product Des Mor Mfg Design Migr Ivan Skull Jean Bonnain Lee Europe Fact y Far LI 8 Factory gre Asia F Fact Yictoria Strang Wilma Long mawier Ras Treasury Mor Purchasing Mar Legal Affairs Mar Linda Dubois Mel Schmidt Mick Meyer Public Rel ns Mor Sales amp Mktg Mar Quality Mor Rab Boss Silvia Linn Tina Fein Urs Dodd Training Migr Comp amp Ben Mor Eff gr Logistics Mar Page 26 Alphalabs 2000 2002 Manager Checklist Mel Schmidt Sales amp Marketing Manager Nick Meyer Quality Manager Omar Schal Laboratory Manager Product Design Manager Quentin Ryan Manufacturing Design Manager Rob Boss Training Manager Silvia Linn pensation amp Benefits Manager Page 27 Alphalabs 2000 2002 Manager amp Initiative Checklist GROUP INDIVIDUAL Initiati
3. an EIS Investment nformation Strategy The Executive s J ournal Winter 1992 11 17 Hedberg B Using Computerised Information Systems to Design Better Organisations and J obs In Bjorn Andersen ed The Human Side of I nformation Processing Amsterdam North Holland 1980 Irving R H C A Higgins and F R Safayeni Computerised Performance Monitoring Systems Use and Abuse Communications of the ACM 298 194 801 1986 Multimedia Innovation in the Learning Process nside nsead summer 1994 Vol 2 n 4 20 J anson M Applying a Pilot System and Prototyping Approach to Systems Development and mplementation nformation and Management 10 209 216 1986 21 J ick T Managing Change Cases and Concepts Richard D Irwin I nc 1993 22 23 24 25 26 27 Keen P Information Systems and Organisational Change Communications of the ACM 24 1 1981 Kotter and L Schlesinger Choosing Strategies for Change Harvard Business Review March April 1979 Leonard Barton D and W Kraus I mplementing New Technology Harvard Business Review N ovember December 1985 Main J At Last Software CEOs Can Use Fortune Mar 13 1989 43 46 Matthews R and A Shoebridge EIS A Guide for Executives Long Range Planning Vol 25 No 6 1992 94 101 Mayon W hite B Planning and Managing Change The O pen University 1986 Alphalabs 2000 2002 28 Pfeffer
4. days NOTE This will involve setting up the EIS on all the department s computers and providing users with the appropriate training STAFF MEETING DISCUSSION Develop a slide show on the EI S and present it during the regular weekly top managers staff meeting 5 days NOTE The presentation includes potential applications of the EI S within the different departments All members of top management are in principle expected to attend these meetings QUESTI ONNAIRE Write and distribute to all the top managers a questionnaire aimed at assessing their current level of interest in becoming regular EI S users 2 days NOTE The main objective of using this questionnaire is to demonstrate your approach to the project rather than gathering additional inf ormation EXTERNAL SPEAKER Organise a speaker event in which Professor Tom Petersen an expert on Executive I nf ormation Systems will deliver an address entitled EI S Liberating nformation in the Organisation 5 days NETWORKS Spend some time observing or finding out which top managers go together regularly to the company health club who is involved n the local ASPB Dh apo wpa is looking informally at environmental issues together 5 days NOTE These groups will not change and the lists will remain available throughout the simulation EIS Simulation Control Panel Org Chart Mnitiatives Take Decision People amp Progress Org Networks Track Record
5. distributed in the company internal msil TERT Toy to get rcmmitmen from ome cf the top msmsagers by asking him her ta Conese 4 rwo mesk long pilor test of che ELS in his her ua current date j days HOTE This will imvolve settir Gt EIS an all the arcmenr s poNpurers and nESuidins users with rhe taii Figure 7 cont d Page 10 OAlphalabs 2000 2002 2 2 Remarks on the User Interface The trainer can conclude the pre simulation session with a couple of remarks on the user interface of The EI S Simulation n general even participants who are not computer literate find that the interface of the simulation is easy to understand and use Three points come up often in this context and the trainer might decide to mention them briefly rather than answering questions later on Interpreting the Control Panel Anytime during the simulation the participants can access a Control Panel see Figure 8 by Clicking on the People button located on the top left hand side of the screen This control panel provides an overview of the managers and their current attitude Some of the managers might already be adopters others might still be in the interest phase etc The red bars indicate which stage a particular manager has reached An indication of how difficult each manager may be to convince to adopt this change can be viewed by placing the cursor over the attitud
6. in 2 columns with the headings and and note down the contributions of the participants 4 1 Relevant Discussion Topics The common filling in of the Winning Strategy sheet will stimulate the discussion of different points Starting with the contributions of participants the trainer might bring up the issues described in the following sections Generic tendency to resist change in organisations Starting with a question such as Did different managers react differently to your efforts the trainer can focus on individual differences in attitude and discuss Figure 12 distribution of normal population in the 5 categories I nnovators Early Adopters Early Majority Late Majority and Resisters 4 of typical population 30 Early Early Late Innovators Adopters Majority Majority Resistens Figure 12 Page 16 Alphalabs 2000 2002 The discussion of this specific issue can be extended by asking the participants to evaluate their personal attitude and or by asking the participants to identify a typical profile for innovators or resisters How do you spot them Information about the initial attitude of the managers in the simulated organisation can be provided using the table of Figure 13 INNOVATOR Mel Schmidt Sales amp Marketing Manager Frank Scotti Director of Design Tina Fein Organisational Effectiveness Manager EARLY ADOPTER Linda Dubois Advertising Manager Erne
7. ir Pain Dap ls Jun mra Febr Ha E lina Lig Furius Lira Chian Pulse Pur Ha Figure 6 Page 8 OAlphalabs 2000 2002 An explanation of the different initiatives available to the participants using Figure 7 is often appropriate Here the trainer should point out that the implementation of each initiative always requires some time investment initiatives can be used more than once some initiatives will require the specification of parameters e g indicating which managers to send to a Management Training Programme every time that an initiative is used the system will provide an immediate feedback on the outcome i e on the impact positive or negative this initiative had on different manager s initiatives should be used with a clear strategy in mind Figure 7 Page 9 OAlphalabs 2000 2002 BEIRECIINI Try t the CED to deed GUE directive everyor on mmzagement temm insisting that they stact uring the ECS in twn weeks cime 7 HOTE You spend several days writing raft ef this directive give ta the CED DEME LHI Hinu the ormal of Gre Directors cu nserxed suggest to amp of amlacted Managera that they Cs LED to lobby Pur the ixplsmerntmtiun a the Execurive Informstion System des HDTE This initistive emisas thet you bare identified the apprbppristm Eenagecs ta approach ar
8. of 2 to 5 persons and the different groups should be located if possible either in a large room or in adjacent cubicles from where they will not disturb or interfere with each other A complete sound isolation is not necessary On the contrary our experience shows that being able to hear sounds coming from other groups both human and computer generated and getting a f eeling about the performance of other groups can have a very stimulating effect The Hardware and Software The EI S Simulation is a multimedia software running on PCs except the old SE and Plus models given their small screen Computers or laptops with colour screens are recommended as the simulation includes different colour graphics and pictures Soundcards are necessary as the simulation makes extensive use of sound The software should be loaded following the instructions in the Administrator M anual The Handouts Given that the computers are not necessarily connected to printers and printing might take time it is advisable to give to each group a set of paper handouts they can use to take notes during the simulation and to fill in the Final Overview Sheet the participants can use in the debriefing session to discuss their experience Page 3 OAlphalabs 2000 2002 2 The Trainer s Role ntroducing the Simulation A brief introduction should be given to the participants before they split into groups and start the simulation The objectives of this introduction are
9. to use but a brief explanation is nevertheless appropriate A pop up menu looks like a blank rectangle and is used for instance to indicate a tactic or the name of a manager nstead of having to write in the rectangle the participants should simply click on the rectangle and then keep the mouse button pressed for a few seconds A list menu of all the possible choices e g the names of all the managers or the list of all the initiatives will then appear on the screen By moving the mouse the user will then simply indicate like in a menu which item in the list has to be selected Encourage the participants to try out how pop up menus work and reassure them that everything they do with pop up menus does not have any consequences as it is reversible simply by clicking again on the rectangle and selecting another entry Page 12 Alphalabs 2000 2002 2 3 Strategy Planning Before starting the simulation participants will be asked to fill in the Strategy Figure 10 as well as putting the Team Members in order to be able to start the session I Dern Version 2 3 STRATEGY how we piu fo proceed do achia cav ag fma food or botieuarap vie Figure 10 2 4 Time Frame and Handouts Even though there is a possibility to print the Score page directly given that the computers are not necessarily connected to printers and printing might take time it is advisable to give to each group a set of
10. AGAZINE Ask the editor of the internal magazine to include a short article you write on the advantages that Executive nformation Systems can bring to managers 3 days NOTE This magazine is distributed to all of the top management team The article is about the generic advantages of EI S and does not include any company specific information DIRECTIVE Try to convince the CEO to send out a directive to everyone on the top management team insisting that they start using the EI S in two weeks time 7 days NOTE You spend several days writing a draft of this directive to give to the CEO COVERT LOBBYING Without the formal approval of the Directors concerned suggest to a group of selected Managers that they meet the CEO to lobby for the implementation of the EI S 8 days NOTE This initiative assumes that you have identified the appropriate Managers to approach and does not require you to specif y them ELECTRONIC MAIL Send a brief electronic mail to everyone on the top management team explaining your ideas on why an EI S makes sense for them 1day NOTE All of the top managers have an individual E mail account MANAGEMENT TRAINING For five members of the top management team organise a week long residential training programme at a nearby business school on the potential benefits of an EI S and how to actually use such a system 5 days NOTE You do not attend the programme but it takes a considerable amou
11. J Managing with Power Politics and Influence in Organisations HBS Press 1992 29 Rickards T Making New Things Happen 7echnovation Vol 3 119 31 1985 30 Rogers E M and F F Shoemaker Communication of Innovations Cross Cultural Approach New York Free Press 1971 31 Tang V The Organizational mplication of an EIS Implementation J ournal of Systems Management November 1991 10 12 32 W atson H J and H Glover Common and Avoidable Causes of EIS Failure Computer world Dec 4 1989 90 91 Page 23 OAlphalabs 2000 2002 INITIATIVES APPENDIX SEEK ADVICE Organise a meeting with any one member of the top management team in order to get some advice on how to approach the EIS project inthe most effective manner 2 days NOTE You will not actually receive advice in the feedback message the aim is to influence the person you visit by taking the humble approach PERSONAL PROFILE Build a personal profile on any five members of the top management team by talking inf ormally with some junior managers 2 days NOTE Each person s profile includes a qualitative description of the individual and an indication of how difficult it will be to move that individual through the four change phases TASK FORCES Discover which top managers are onthe company s three main task forces 1 day NOTE These membership lists will not change and will remain available throughout the simulation INTERNAL M
12. The EIS Simulation A Computer based Organisational Change Simulation Trainer Manual 1 Introduction When and how to use The EIS Simulation 1 1 Logistics 2 The Trainer s Role Introducing the Simulation 2 1 Motivating the Participants 2 2 Remarks onthe User nterface 2 3 Strategy Planning 2 4 Time Frame and Handouts 3 Trainer s Role during the Simulation 4 Successful Debriefing Sessions 4 1 Relevant Discussion Topics 4 2 Summary of Traps 5 Bibliography E Control Panel 4 Ong Chart inilzatsees People amp Progress 7 Ong Networks Track Record Simulation amp Challenge OAlphalabs 2000 2002 1 Introduction When and how to use The EIS Simulation n today s complex business environment organisations cannot avoid innovating and implementing change has become one of the key tasks of managers On the other hand as everybody who has tried to introduce innovations and change in organisations knows by experience managing change processes and making new things happen is often a difficult lengthy and sometimes frustrating process One has to expect resistance from those who think they might lose something power inf luence opportunities control etc from those who simply do not understand the implications of the proposed innovations from those who lack trust in the change agents and from many other sources of passive or active internal resistance This computer based simulation aims at providing a f
13. ack behaviour and attitude of the managers etc the trainer should simply invite them to reflect on what would happen in a real organisation given that the logic underlying the simulation is based on observations and analysis of a variety of such real processes Process wise the trainer should monitor that groups do not spend more than 30 minutes in discussing a general strategy and invite such groups to put theory into practice with the remark that they are going to operate on a dynamic system which will change over the simulated 6 months It is only by trying to act on the organisation that they are going to discover the effective behaviour of the managers and thus be able to adapt their strategy After approximately one hour the trainer should ask loudly the different groups how many adopters they already have Given that on average no group will have adopters or maximum a f ew this might help some groups in realizing that they are not doing as badly as some of them might think given that all the other groups are not doing much better Approximately 10 minutes before the end of the time frame the trainer should force the groups to take one or two further decisions and then fill in the Final Overview Sheet by clicking on the Score button and copying the information provided on that screen This is best done if groups have a copy of the Final Overview Sheet on a transparency They can then put their transparency on the screen dr
14. aw the curves and the numeric values and then use the transparency in class Besides providing explanations the role of the trainer during the simulation is more the one of an observer Try to note some of the experiences the groups go through and any other events including group dynamics which might be interesting to bring up during the debriefing session It is advisable to have a short break at the end of the simulation before starting the class debrief ing session Page 15 OAlphalabs 2000 2002 4 Successful Debriefing Sessions Start by re emphasising the fact that the objective of simulations in a pedagogical context is learning rather than winning and that often the most interesting insights come from groups who went through a relatively unsuccessful and sometimes frustrating experience in terms of number of adopters After this introduction start collecting the scores noting the group numbers the number of adopters and the overall score the rate of adoption displayed on the Final Overview Sheet obtained by dividing the total number of adopters by the number of elapsed days on the blackboard or on a transparency After collecting the scores it is advisable to start a generic discussion on what were the key success factors and key unsuccessful factors identified by the groups with the highest and lowest scores To stimulate the discussion prepare a transparency with the heading Winning Strategy divide the sheet
15. d not require you to specify them Send a brief electronic mail Ehe CEAN your ideas un why an EIS makes sense for them l dsp HOTE ALL of the top mazkagerz havea mz imdiridual E mail arcuut TERING Foc fira members of the Sop zanmgwmant teem ocgenize m weak Lom Tesidencial Training programa ac a nearby business on the porencial bemefirs aE Execurive Tysrem ani how bo use suck systems E You de net athend the programme bur it tales a considerable saout of your Tint ro plan ir amp ddirion managers only arteri sich pEcyEssmES DOE Fear Hunc 10 he Actis Figure 7 cont d EMCE IU IACEI Fix mecring with ane of che rap manejers in order be perseide higher thet the Execotiva Infocestion System would make ecas tn implsmant l day HOTE Tie mering Will take place in The office DRIER ERIRE Spend sime tine b the company ber in order es ses which groupa ef weet regularly for a caffe J dmys NOTE These grsups will chang and the lise will bemain available rhrsugegur aizulakticn cite and gece to ey five of the top managers brief mmo on bow 100a the specific festvares of the ETS will improve transpsrency of informstion flows im che compasy il dayi This is
16. d directive and discuss with the participants if their real experiences of applying such initiatives match their experiences during the simulation and which other initiatives they might have used in practice Page 18 OAlphalabs 2000 2002 Importance of social and informal Networks Another important issue to be discussed independently or in relation to the Bottom up or T op down Strategies issue mentioned before is the importance of invisible networks of influence Note that especially when thinking about the Top or the Bottom of an organisation we tend to refer tothe representation provided by the organisational chart Often this is not the appropriate starting point for detecting the real power and influence relationships in an organisation Elicit examples of managers in the EI S Simulation who are high up in the organisation but do not have a big inf luence on the spread of the innovation and vice versa Emphasise how the knowledge of social and informal networks can help in identif ying efficient change strategies A checklist such as the one displayed in Figure 15 derived from 23 can be used to summarise key points related to technological innovation and power Whose cooperation will need to accomplish what am attempting whose support will be necessary in order to get the appropriate decisions made and implemented W hose opposition could delay or derail what am trying to do W ho will be affected by what am
17. eam EIS Simulation Control Panel Org Chart Initiatives Take Decision People amp Progress 9 Ory Networks em EIS Simulation Adopters 22 max Attitude Points 243 max Control Panel Org Chart Initiatives People Progress 9 or Networks Track Record Ado pter inn Finkelbaum a Em 1800 2 FrankSeotti J ITEM CK can Gouan es O H 8 O f E fl 0 o mE mm 7 _ L a Print 7 EIS Simulation ictoria Strong uM ee koe ees Page 30
18. er types of innovations such as a new management style e g Management by Objectives a new accounting approach a new marketing strategy etc Explain that in this case we use the example of an EI S because such systems 1 Are becoming increasingly popular in organisations 2 Are a concrete example of an innovation which has a tangible impact on the way managers work gather share and process information and communicate 3 Are not always very easy to implement even if technically sound the participants might be asked to guess why n general EIS are particularly interesting as they support managers in efficiently gathering relevant information on which to base decisions which will in turn lead to action see Figure 5 Specific references on the nature and impact of Executive Information and Decision Support Systems can be found in references 1 5 7 11 13 M 17 20 21 together with articles discussing the complexity of the EI S implementation process in organisations 2 6 8 9 12 15 26 27 e DECISION ACTION J Figure 5 Page 7 Alphalabs 2000 2002 What are the different initiatives one can use during the 6 simulated months The Organisational Development literature provides many references to initiatives used to introduce and spread change in organisations see e g 3 4 10 16 18 19 22 24 25 At this stage the trainer should simply explain that each manager represented i
19. es box nformation about attitudes is available only after a personal profile has been gathered about a particular manager Participants will probably notice that the attitudes is not the same for all the managers At this stage it is advisable to simply explain that this reflects reality as different people can be more or less resistant to change and thus harder or easier to convince This topic will be discussed in more detail in the debriefing phase EIS Deren Version 2 3 P Finkem Ciani gt CxPamKahn 4 Cennen __ Figure 8 Page 11 Alphalabs 2000 2002 mplementing I nitiatives Explain clearly that the function of the Initiatives button located in the top right hand corner of the screen is only to provide an overview of all the different tactics available to the participants If they want to implement a given tactic the participants will have to click on the Take Decision button They will then be able to specify a given initiative provide parameters if necessary and implement it as illustrated in the example of Figure 9 Dur DECISION No 35 FACE TO FACE MEETING Pekar 1 heer Ferran pou eam io meet Tour natal for dis decision pianali Figure 9 Using Pop up menus The only interface elements that some participants might not be used to are the so called pop up menus Pop up menus are extremely easy
20. ge in which at least the existence of the innovation is acknowledged I nterest being the stage in which an individual starts to be curious about the innovation and wants to have more information about how it works potential benef its etc Trial being the stage in which an individual is willing to invest time in evaluating the costs and benefits of the innovation in assessing the probability of its success and in trying it out on a small scale or in a pilot project Adoption being the stage in which an individual fully accepts and integrates the innovation in his her working practice Appropriateness of Organisational Development initiatives An interesting issue which can be discussed in more detail is the appropriateness of OD initiatives Ask the participants if when and with whom different tactics worked or did not work Help them to understand that different initiatives might work better with individuals who are in a given stage of the adoption process see Figure 14 DIAGNOSIS AWA REN ESS INTEREST TRIAL Personal Profile Internal Magazine Seek Advice Directors Meeting Task Forces Electronic Mail Management Training Face to Face Meeting Coffee Break Face to Face Meeting Workshop Pilot Test Networks Memorandum Face to Face Meeting Staff Meeting Discussion Questionnaire External Speaker Figure 14 Discuss the effectiveness of the other initiatives not mentioned in Figure 14 risky initiatives such as covert lobbying an
21. lexible tool to experience in a risk free environment a change process and to stimulate productive group discussions on this subject It is particularly suited to Complement any training programme exposing managers to new concepts techniques and systems by helping them to understand the practical implications of implementing new ideas new management techniques new accounting methods new marketing strategies new communication styles new work processes and reporting procedures etc in their working environments and organisations n this context The EI S Simulation can be used at the end of training programmes of different kinds to make managers aware of the difficulties they might encounter in implementing the new ideas they have learned and to discuss and develop appropriate strategies Expose managers and employees in general to the dynamics of change processes in order to stimulate a better understanding and a more positive attitude towards change Help managers in specific training sessions to become more efficient change agents and to use Organisational Development initiatives appropriately nvolve project teams appointed to implement major changes in an organisation such as the adoption of new information communication or reporting systems in an informed discussion of problems they might encounter and in the development of appropriate implementation strategies whilst taking into consideration factors such as resi
22. n Arcee bn edition am stimulus and a vehicle far al change epresenis a true the Figure 1 Page 4 Alphalabs 2000 2002 5 aime fime am chargea the inbennal p Ging the transparenty managers bo amer rwr perarmimg im this em of sales office Is less only sabaidiary of of the EIS yet This Tor Headquarters as EIS Figure 2 En te adop the EIS The HO has piven month 120 dins dor this pragect shout the msnagesent Seam change management Inr your progress in helping Figure 3 OAlphalabs 2000 2001 Page 6 mulah bame Version 2 3 E wey pesple think and behase in i nat simple task and often combinathen of diferent tactscs 10 be ith the right people This posible Bar ou b of different bar will lue ymis with whom to implement q into ymer decision poet bn which you are West yan have bees sent Figure 4 Displaying the f our screens of Figures 1 2 3 and 4 also makes it possible f or the trainer if enough time is available to discuss in more detail the following issues OAlphalabs 2000 2002 e W hat is an EIS Explain clearly that in this particular case their mission is to introduce an Executive nformation S ystem but that what they will experience in using the simulation is based on innovation studies in general This means that similar dynamics would also take place if they tried to introduce oth
23. n Figure 5 will have to go through different stages before becoming an adopter Awareness I nterest Trial As described in 16 adoption of change moves in a series of well defined stages The first stage is AW ARENESS in which the individual is alerted to the existence of something new Next is the INTEREST stage in which the individual gathers information and an aroused level of curiosity This is followed by the APPRAI SAL TRI AL stage in which the new idea is tried out in a trial operation The final stage is ADOPTION in which the individual incorporates the innovation as a part of the resources he or she uses on the job It is an orderly process through which all individuals must pass who become adopters Also explain that the participants will be able to influence the attitude of the managers through the implementation of different information gathering or Organisational Development initiatives Remind them that people vary in terms of the speed with which they move through the 4 stages mentioned above and that one of the major challenges they will have to face is to match the initiatives they select against what they know about the characteristics of the person whom they are trying to influence and where that person is in the adoption process EIS Simulation haman Version 2 3 ars ari Xl Exi Fin Cairn ipi Friik secat F t Harada Fri bir brik hrd
24. ng Chief Executive April 1996 Barrow C I mplementing an Executive I nformation System Seven Steps for Success J ournal of Information Systems Management Spring 1990 41 46 Beckhard R and R T Harris Organizational Transitions and Managing Complex Change Reading Mass Addison W esley 1978 Beer M Eisenstat and B Spector Why Change Programs Don t Produce Change Harvard Business Review N ovember December 1990 158 166 Bucknall C A Management Guide to Executive Information Systems I ndustrial Management Data System Vol 3 1991 6 7 Cottrell N and K Rapley Factors Critical to the Success of Executive nformation Systems in British Airways European J ournal of Information S ystems Vol 1 No 1 J an 1991 65 71 Crockett F Revitalizing Executive Information Systems S oan Management Review Summer 1992 39 47 Eason K D The Process of Introducing nf ormation Technology Behaviour and nformation Technology 1 197 213 1982 OAl phalabs 2000 2002 22 13 14 15 16 17 18 19 Eason K nformation Technology and Organisational Change Taylor and Francis I nc PA 1988 French W L and C H Bell Organization Development 2nd ed Englewood Cliffs PrenticeHall973 Friend D EI S and The Collapse of the I nformation Pyramid nformation Center March 1990 22 28 Glover H HJ Watson and R Rainer 210 Ways to Waste
25. nt of your time to plan it DbREC HRS MEETING Organise a special interdepart mental meeting in the main conference room with all the five directors and the CEO to share and discuss thoughts and plans for the EIS project 3 days NOTE Nirectore are inf armed that thev can alsa hrina alana WORKSHOP Help one of the top managers to organise and lead a demonstration and discussion session on EI S for all the top managers interested in the topic 5 days NOTE This will provide the opportunity for the workshop leader to share and gather views and experiences on EI S FACE TO FACE MEETING Fix a meeting with one of the top managers in order to persuade him her that the EI S would make sense to implement 1 day NOTE The meeting will take place in the manager s office COFFEE BREAK Spend some time at the company bar in order to see which groups of top managers meet regularly for a coffee 3 days NOTE These groups will not change and the list will remain available throughout the simulation MEMORANDUM Write and send to any five of the top managers a brief memo on how some of the specific f eatures of the EI S will improve transparency of information flows in the company 1 day NOTE This is distributed in the company internal mail system PILOT TEST Try to get commitment from one of the top managers by asking him her to organise a two week long pilot test of the EI S in his her department using current company data 4
26. paper handouts they can use to take notes during the simulation Bef ore sending out the groups to start the simulation the trainer should Advise the groups to spend the first 15 minutes developing and agreeing on an overall strategy thus determining how they are going to approach the change process and the use of different initiatives information gathering meetings etc Clearly indicate a time frame e g 2 h 30 min explaining that the last 5 minutes should be used to fill in the Final Overview Sheet or to print the Score Sheet if participants have possibility to do so Page 13 Alphalabs 2000 2002 Distribute the Final Overview Sheet one per group if printing is not possible and explain how they have to be filled in by displaying the Score Page on their computers clicking the Score button and copying the 2 curves as well as the numeric score as displayed in Figure 11 j Lx SL amp T raaj i il b En eee Figure 11 Make it clear to the participants that they are not required to complete the 6 simulated months in the time frame Page 14 Alphalabs 2000 2002 3 Trainer s Role during the Simulation During the simulation the trainer should not intervene except for providing clarifying questions on the user interface If participants try to get insights about the dynamics of the process e g events feedb
27. st Stone Director of Customer Relations Ken Lee Asia Pacific Factory Manager EARLY MAJ ORITY Urs Dodd Logistics Manager J ean Bonnain U S Factory Manager Rob Boss Training M anager Pam Kahn Product Design Manager George Glenn Director of Human Resources Quentin Ryan Manufacturing Design M anager Victoria Strong Treasury Manager LATE MAJ ORITY Ann Finkelbaum CEO Donald Pierce Director of Manufacturing Hillary Ross Director of Finance Omar Schal Laboratory M anager W ilma Long Purchasing M anager RESISTER Nick Meyer Q uality Manager Silvia Linn Comp n amp Benefits Manager van Skull Europe Factory Manager Xavier Ras Legal Affairs Manager Figure 13 Page 17 Alphalabs 2000 2002 Change management strategies Bottom up Top down or how else The discussion of different attitudes towards change see previous section can lead to comparing different strategies adopted by the groups Did they try to convince the innovators first or did they concentrate their efforts on the resistors or did they try to push up everybody uniformly through the four stages of awareness interest trial and adoption Help the participants to understand the pros and cons of every approach and re emphasize that we have to be aware that everybody at different speeds needs to go through these 4 phases Ask the participants to characterise the stages in more detail Awareness being the sta
28. stance to change power redistribution issues generated directly or indirectly by the proposed innovation and realistic resource planning for the change process This Trainer Manual provides information and suggestions on how to use The EIS Simulation to achieve one or more of the objectives listed above It also provides ideas for developing transparencies handouts and other material the trainer might use in the introductory session during the simulation and in the debriefing session that follows the simulation as well as a set of literature references Page 2 Alphalabs 2000 2002 1 1 Logistics The Process Using The EI S Simulation requires the allocation of at least 3 time slots The Introductory Session 60 90 minutes The Simulation 2 h minutes 2 h 30 minutes including first 15 mn for Strategy building in Teams and last 15 mn for Team Debrief ing The Debriefing Session 90 minutes 120 minutes The timing for the introductory and debriefing sessions is only indicative and strongly depends on the size of the group as well as on other pedagogical objectives associated with the Simulation e g the trainer might plan the in depth development of a company specific implementation strategy as a follow up to the general debriefing session Prior to the I ntroductory Session it is advisable to ask the participants to spend 15 to 30 minutes reading the User Manual The Participants Participants should be put in groups
29. the process Page 19 OAlphalabs 2000 2002 4 2 Summary of Traps The type of discussions which can arise during the debriefing session strongly depends on the type of group and on the pedagogical objectives of the trainer A generic way of concluding is to propose list of traps which we often fall into when trying to implement a major change in organisations Such a list of traps reflecting the issues discussed in the previous section should contain at least the points listed in Figure 16 Poor allocation of TI ME and other resources Blindness of PROCESS DYNAMICS nappropriate use of INITIATIVES Limited INFORMATION GATHERING Underestimation of NETWORKS other innovation specif ic e g S specific f actors Figure 16 Page 20 OAlphalabs 2000 2002 5 21 Bibliography 1 10 11 12 Angehrn A A Computers that Criticize You Stimulus Based Decision Support Systems nterfaces 23 3 May J une 1993 3 16 Angehrn A A and Manzoni J F Understanding Organizational Dynamics of T Enabled Change A Multimedia Simulation Approach J ournal of Management Information Systems Winter 97 98 Vol 14 n 3 109 140 Angehrn A A and Nabeth T Leveraging Emerging Technologies in Management Education Research and Experiences European Management j ournal une 1997 Vol 15 n 3 275 285 Angehrn A A and Manzoni J F A High Tech Spin on Organizational Learni
30. trying to accomplish in either a their power or status b how they are evaluated and rewarded or in how they do their job W ho are the friends and allies of the people have identified as inf luential Figure 15 Gatekeepers Catalysts and Champions Discuss with the participants the importance of identifying early enough in the process all those managers who might play a special role as gatekeepers such as the Personal Assistant Urs Dodd etc and in concentrating efforts on individuals who might play a catalytic role in speeding up the process such as having the CEO adopt convince the Training Manager early enough etc The analysis of such special people in organisations can be used to re emphasise the importance of careful planning of the change implementation process and of gathering enough information before starting The Importance of Not Giving Up Use observations you have made during the simulation on group dynamics to discuss the issue of allocating enough time and resources to change processes which are often longer and more frustrating than expected by change agents Point out that innovations in organisations often fail because the change agent s gives up too early given the slow or initially cautious response of other managers and employees Try to elicit concrete examples from the participants of cases where the fruits of the hard ground work only come together towards the end of
31. ves Initiatives INFORMATION GATHERING Initiatives Manage Face to Face Seek Work Pilot ment Memo Personal Coffee Networks Task Meeting Advice shop Test Training randum Profile Break Forces Ann Finkelbaum CEO Covert Lobbying Bart Bell External Financial Controller Cynthia Jones Personal Assistant Donald Pierce Director of Manufacturing Directive Ernest Stone Director of Customer Relations Frank Scotti Director of Design George Glenn Director of Human Resources Hillary Ross Director of Finance Ivan Skull Europe Factory Manager Directors Meeting Jean Bonnain US Factory Manager Electronic Mail Ken Lee Asia Pacific Factory Manager Linda Dubois Public Relations Manager Mel Schmidt Sales amp Marketing Manager External Speaker Nick Meyer Quality Manager Omar Schal Laboratory Manager Pam Kahn Product Design Manager Internal magazine Quentin Ryan Manufacturing Design Manager Rob Boss Training Manager Silvia Linn Compensation amp Benefits Manager Questionnnaire Tina Fein Organisational Effectiveness Manager Urs Dodd Logistics Manager Victoria Strong Treasurer Manager Wilma Long Purchasing Manager Xavier Ras Legal Affairs Manager Staff Meeting Discussion Page 28 Alphalabs 2000 2002 FROM OUR EXPERIENCE DO DON T Your T
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