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The difference between Fiction and Reality?

Fiction has to

make sense!

Tom Clancy

                                    

When ya find yerself

in a hole, the first thing

ta  do is stop digging.

Old Cowboy Adage

 

Who Uses It ?

 

 

Bookshelf

Slidesshelf

 

French Website

 

 

 

 

 

 

 

 

 

 

 

 

                                      

The EIS Simulation
The Change, IT Innovation and People Management Challenge

Join the EIS Simulation Community

Enter the EIS Simulation Community Website

Book or Download your EIS Simulation Software

 Demo

 

Want to know more about the EIS Simulation?

Great videos from Decision-makers, Facilitators and Participants who experienced the EIS Simulation.

If you have 15 minutes, you might start by reading the brief article "Change Management: Bridging the Knowing-Doing Gap".

For a brief documentation of the key features of the EIS Simulation, you might download a printable Short Leaflet or a Long Leaflet (including a summary of features, users, etc).

To get some info right now and here, just scroll down, and after the big picture below you will find some key info on the EIS Simulation.

 


The EIS Simulation : A Multimedia Learning Experience

Developing Competencies in Change Management, Organisational Behavior, Technology Management, Innovation Diffusion, Strategy, Culture and the Knowing-Doing Gap, Network Dynamics, Teamwork, ...

What is the EIS Simulation ?

In the EIS Simulation, participants working in groups are challenged to introduce an innovation in a division of the EuroComm corporation. They have up to 6 months of (simulated) time to convince as many of the 22 members of the division's management team as possible to adopt an important innovation, which in this case is an Executive Information System introduced corporate-wide to increase transparency and reporting.

During the simulation, participants, operating as change agents, can choose among many different initiatives and change management tactics to meet their goal. They may gather information on the managers (the profiles, their relationships, etc.) or may take direct action to try to convince the managers and thus influence their willingness to adopt the proposed innovation.

Each time participants implement a tactic, they immediately receive feedback about the impact of their decisions. The objective is to get as many adopters as possible, overcoming different forms of individual and organizational resistance to change.

Learning Objectives

In today's complex business environment, organisations cannot avoid to innovate, 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. 

The EIS Simulation aims at providing managers with a shared experience. An experience which brings them in direct touch with a variety of factors impacting the dynamics of innovation and change in organizational contexts. Many of such factors (such as the one illustrated here) can be potentially addressed during the reflection/debriefing phase - see this article to get more insights into the models underlying the EIS Simulation which can be "injected" during the debriefing sessions to complement the participants' experiences with insights from academic studies related to change and innovation management.

Who Uses It ?

The EIS Simulation has been used and is still successfully used by Faculty Members of Top Universities and Research Institutes worldwide, including:
  • AGSM, Australia
  • Bocconi University, Italy
  • Cambridge University, UK
  • Carnegie Mellon University, US
  • Chicago University, US
  • Columbia University, US
  • Duke Executive Education, US
  • IMD, Switzerlqnd
  • INSEAD, France
  • London Business School, UK
  • Michigan University, US
  • MIT, US
  • Duke Corporate Education, US
  • National Defense University, US
  • Northwestern University, US
  • Stanford University, US
  • Texas University, Austin, US
  • Instituto de Empresa, Spain
  • Valladolid University, Spain
  • Wharton, US
It is also integrated in projects, programmes, courses, workshops and events in Companies and Organizations worldwide, including:  
  • Abn Amro
  • Air Liquide
  • Alcatel
  • Belgacom
  • BMW
  • Cisco
  • Credit Agricole
  • Credit Suisse
  • Dalkia
  • Ferrari
  • Fiat Group
  • HP
  • IBM
  • IKEA
  • Ford
  • Pfizer
  • Roche
  • Steria
  • Vodafone
  • The World Bank

Why do they use it, and still do?

Following our very biased intelligence gathering sources, it is simply because the EIS Simulation provides them (and us) the basis for designing great learning experiences for and with groups of managers and executives. 

Learning experiences that 'stick' and that help key issues and learning points to be addressed more easily and in depth, because they can be linked to characters, behaviors, situations and events of the realistic challenge and experience the participants go through during the simulation. 

In addition, there is no doubt that the EIS Simulation makes participants go through a strong, intensive and instructive decision-making, consensus-building and team-building experience. 

How to run successful sessions based on the EIS Simulation?

We have produced documents explaining step by step how to go about organizing and running a successful EIS-based session. Please contact us in case you are interested.

 


Interested in RESEARCH related to or based on the EIS Simulation?

A number of articles are available on the subject, as well as opportunities to join ongoing research projects at CALT or start new ones. Just send us an email.

Interested in TESTING or USING the EIS Simulation in the context of your Workshops, Courses (on and off-line), or Programmes?  

A number of documents (including a User Manual and a Trainer Manual) have been produced reflecting the many ways and contexts in which the EIS Simulation is currently used and customized. Just send us an email. 

 


... and for fun:

 

We are born naked, wet and hungry. Then things get worse.

Artificial Intelligence usually beats real stupidity.

Nothing is fool-proof for a talented fool.

I want to die peacefully, in my sleep, like my grandfather, not screaming, terrified, like his passengers.

If you want to get out of that hole, you'd better stop digging.

Contributed by: Christian Zauner, Human Development Manager, http://www.xeniscard.com/czauner

A great wind is blowing, and that gives you either imagination or a headache. - Catherine II (“The Great”), 1729-1796, Empress of Russia.

 


... and strictly for me:

 

Restricted access to CALTzilla

Restricted access to new version of the EdComNet C2C Website

Restricted access to new version of the ICDT Communities Website

Restricted access to new version of the STC Communities Website

Restricted access to the AlphaMaps Prototype

Restricted access to WorldMusic Corp. Collaboration Game

Restricted access to Virtual Meeting Spaces Administration

Restricted access to Story Telling Spaces Administration

Playing Chess in 3D

Albert's Projects Map

EIS Usage Map

GamePlayer

AKB

Mail

BSB

Blog

Albert's Personal Page

Sennentuntchi


... for your eyes, have a look at Seurat's "A Sunday Afternoon on the Island of La Grande Jatte", definitely one of the most interesting paintings of the 19th century.

... for your ears, here is "Liszt's Campanella" (mp3; 4,7 Mb).

 


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