Exploring the use of simulation as a tool of change management.

Abstract

The ability of an organisation to change and adapt is critical. The process of change however

tends to be more challenging than expected during initial planning. Organisations frequently

rush into change initiatives; these often result in unintended consequences which may

subsequently lead to many change efforts being unsuccessful. There is much contention around

issues of participation and communication, and current theory and models are criticised for

being inadequate. The skills base of employees and managers are also often inadequate to deal

with proposed changes. Problems are seldom handled effectively, thereby decreasing an

organisation’s ability to engage in learning. Simulations have proven beneficial in enabling

participants from various backgrounds to meaningfully engage by learning from experience.

The safety of the environment enables participants to explore ideas and strategies, with the aim

of developing abstract thinking by observing and reflecting on experiences from the simulation.

This exploratory study therefore set out to investigate how and specifically in which ways

simulations can play a role in change management. Relevant literature in the areas of change

management, learning, systems thinking, complexity theory and simulations were examined to

establish a theoretical grounding. The empirical component of this study focused on the

fisheries system in the Western Cape province of South Africa. A qualitative research approach

and purposive sampling were employed. Fifteen semi-structured, face-to-face interviews were

conducted. Observations and secondary data in the form of archival data, and other relevant

organisational documents were also analysed. Subsequent data analysis was then used to

uncover the various pertinent issues. A simulation was thereafter designed, piloted with

students, and then conducted twice with some of the stakeholders in the fisheries context. This

study is significant in understanding how interactive simulations contribute to change

management. The main findings from this study indicate that simulation use illustrated how the

various stakeholders in a system interact, and how their actions and decisions influence each

other. The findings also revealed that simulations were particularly effective in a multiplestakeholder

scenario, and could show the role that mental models and stakeholder perceptions

play. The findings indicated that simulations could successfully place emphasis on developing

capabilities, and highlight how approaches towards communication and participation influence

outcomes. General implications based on the findings were derived for change and simulation

theory, as well as for the fisheries context. The simulation may be used in other areas of natural

resource management, as well as general stakeholder scenarios. It may also be effective in a

general organisational setting to re-examine the conventional way of approaching change.