Strategize. Influence. Win.
Compete to come out on top by tackling widespread resistance and internal politics.
STEP UP!™ is a facilitated learning board game (“serious game”) for organizations faced with fast-pace change and digital disruption.
The game challenges competing teams to take on a tricky change & innovation situation. The objective is to drive a successful campaign for change within the U.K. division of Korbus Global – an international B2B company. There are plenty of obstacles, internal politics and twists that simulate the real world. How will the players pull it off?
The characters and dynamics in STEP UP!™ are based on a real-life workplace scenario. Players learn how to apply The ORCHANGO Method™ to build and sustain momentum for change while drawing parallels with their own real-world challenges.
The result is a learning experience that threads nimble change leadership into the players’ “DNA” and the organization’s culture.
In the words of a client executive
This learning game has made a tremendous contribution to building TSSA’s change capabilities. In team sports (for example soccer) it is hard to learn how to play if you never watched a game before. ff
The same is true in change management. With STEP UP!™, the participants had a great opportunity to simultaneously watch and play the ‘agile change management game’. This built a strong foundation for the rest of our action-learning journey as an organization.
STEP UP!™ vividly presented the reality of being in the fog during the early phases of a change project. This was a key message which otherwise would have been very difficult to teach and learn. Furthermore, the game equipped the learners with effective strategies, methods and tools to clear the fog and build momentum towards change.
With its story-line and characters, STEP UP!™ brought to life the tools especially the Ladder of Commitment | Resistance and its six rungs [Campaigners, Helpers, Skeptics; Wind Watchers; Foot Draggers; Torpedoes]. The game immersed the participants in a simulation that felt all too real: they could immediately think of real people who personify the various rungs of the Ladder; they could relate to the events and challenges.
Also, the characters provided us with neutral labels for people’s attitudes towards change. For example, a leader can now capture someone’s lack of commitment by saying: ‘We have a Nick Duran here’. The people working on the change will know exactly what that leader means – and, more importantly, what to do about it.
Thanks to the common language and the tools we acquired through the STEP UP!™ game, we work better together and drive change more effectively throughout TSSA.
— David Scriven, VP Research & Strategy♦, Technical Standards and Safety Authority
♦ And “Executive Champion” for Change Capability Building