From the information below identifying your lessons learned and applications to change initiatives you might be involved with in the future. Remember to incorporate the materials you have learned in the past few weeks that have applicability to what you have learned. Be sure to list your discoveries from each week of the simulation, and the differences you noticed within the roles and urgency of the project.

Communication, social relationships, and interaction are all overstressed in this simulation. In addition to those fundamentals, many other factors are critical in change management. A variety of variables and aspects influence decision-making. The simulator also lacks explanatory features, namely the results, the reports, and the interaction with each organization member (which is entirely understandable, considering how difficult it would be to extract quantitative and qualitative information). When taking the next step in the change process, the results of the interactions with the team members can provide enough information to be helpful. When it comes to change management, a conceptual framework is always essential. Lewin's theory's importance is emphasized conceptually and practically in this case. As a team leader, I want you to know that you are responsible for handling all feedback from your partners. In addition, you will need to provide an overall vision of the challenge that motivates change and communicate this to them. Given some individuals' conformity, creating awareness and getting people involved is one of the most challenging parts of the process. With effective communication and tangible information showing the project's feasibility, followers must be encouraged to participate actively.

Nevertheless, it is essential to address each topic directly at the beginning of the change process; establishing direct communication increases the likelihood of persuading team members; formal communication is either ignored or rejected by team members, whereas establishing direct contact increases their chances of being influenced. It was most impressive for me to develop interest quickly in a large number of office members in this simulation, whether I was acting as a manager or CEO; of course, from a transformational leadership perspective, taking the initiative is critical to serving as a role model for the team (for example, sharing success stories). While achieving the desired change requires cooperation from the entire team, having a shared vision or goal is essential. Implementing policies and initiatives that change a company is not an accident; it requires industry and human resources. Some tools can be used to demonstrate tangible progress to stakeholders. Goals can be met if the procedure and the individuals involved are assertive enough to do so. Change models should be chosen pragmatically when choosing one over the other. Even though the two types of models have different postulates, they all have the same objective: bringing about a successful company change. It is, therefore, more critical to focus on whether a change implementation model will work if its guidelines have positive repercussions in real life. This is then considering how it works abstractly. In essence, organizations are not the ones who manifest certain behaviors but rather their members: they participate and act differently based on their nature. For that work to be completed on time, it must be done promptly. Hence, success results from synergies that lead to a specific outcome

Both simulations overstress communication, social relationships, and interactions. Change management requires more than these fundamentals. It is imperative to remember that many factors and variables influence decision-making. Information from interactions with team members is helpful when taking the next step in the change process. Change management requires a conceptual framework.

As a director of product innovation, I didn't find much difference other than I had a different reach and influence than the CEO. I was still responsible for handling all co-worker feedback. As part of this challenge, I had to influence the organization without being formally authorized to command employees' attention. Since the company's profitability has returned to normal, there is no perceived need for change. It was necessary to create awareness and involve people. Given some individuals' conformity, creating awareness and getting people involved is one of the most challenging parts of the process. With effective communication and tangible information showing project feasibility, followers must be encouraged to participate actively, which is true of both simulations. Throughout the decision-making process, I provide a clear picture of the challenge that motivates change and communicate this to the participants. Having a reputation for competence and trustworthiness was invaluable.

I made a number of significant observations and discoveries while working on the project to meet BigMart's sustainability requirements and have an impact on the strategy and product development of Spectrum Sunglass Company. First off, I observed an increase in the organization's knowledge and acceptance of sustainability ideas, particularly among leaders who understood the long-term advantages of implementing sustainability features into our goods. This awareness is consistent with the broader industry trend, as market research reveals rising consumer desire for eco-friendly goods. These observations and findings together demonstrated the complexity of the task at hand, which spans a number of areas, such as organizational, financial, and operational change management. They emphasized the significance of making a strong case for sustainability, in terms of how it fits current market trends and can help maintain Spectrum Sunglass Company's competitive position over time.

This simulation has several overstressed aspects, including communication, social relationships, and interaction. Change management also relies on many other factors in addition to those fundamentals. A variety of factors and variables influences the decision-making process. Simulator results, reports, and interactions with each member of the organization do not have any explanations, which is understandable, given how difficult it would be to extract qualitative and quantitative information. In order for the project and the decision process to be successful, it is important to inform and involve people throughout the process. Showing progress and success stories of the project definitely helps provide knowledge, as does getting support from top management. Last but not least, the CEO's support for the creation of a cross-functional task force revealed an executive-level readiness to consider novel solutions and adjust to shifting market demands. This choice to combine the knowledge of marketing, research and development, finance, and production shows a collaborative approach to problem-solving, which is essential in a project of this size.

To effectively implement change within organizations, leaders must be able to influence with authority and high urgency. Especially in situations where rapid response and adaptation are required, authority plays a vital role in change. The project highlights the significance of authority in change management as a critical observation. It is easier for leaders with authority to implement changes because they have the power to make decisions and enforce new policies. They can influence others to encourage them to support and participate in the changes. A lengthy discussion or debate is not possible in high-urgency situations. An organization's ability to rally its team around a common goal and make quick decisions during such scenarios can make all the difference between success and failure.

Another significant discovery is the need for clear communication during change. Communicating the reasons for change, its benefits, and the steps to achieve it requires effective communication by leaders. Team members will gain buy-in, and their fears and concerns will be eased. Communication is even more critical in high-urgency situations since there often is insufficient time for misunderstandings or misinterpretations. Everyone wanted to avoid emails being sent; they wanted action, a presence from the top with actual progress, and success stories. To conclude, Influence with Authority and High Urgency highlights the importance of leadership, clear communication, and the ability to make quick, decisive decisions to implement effective change. This is especially important in high-stakes, time-sensitive situations.