More on the Workshop

The Change, Dialogue, and Action workshop facilitator provides Participant Materials, which include a Participant Workbook and a copy of Creating Contagious Commitment. The half-day Workshop uses the simulator to ground the concepts in the Tipping Point model. Participants have the opportunity to apply their learnings to their own change initiative, in the full day workshop.

Workshop Flow

In the half-day workshop participants:
  • See the background behind the simulation—including systems thinking and the theory behind the Tipping Point model.
  • See the specifics of the computer simulation, by demonstration and sample runs.
  • Break out into teams to discuss and devise a simulated organizational change strategy.
  • Come back together as the larger group to try out each team’s strategy on the computer simulation.
  • See more of the theory of change that is captured in the simulation.
  • Devise a change strategy to improve on the results from a case study and debrief the results.
  • Return to team discussion to ground the concepts in terms of specific application to their organization and their change effort.

The morning of the full-day workshop is the same as a half-day workshop. In the afternoon participants:
  • Take a brief look backward. Participants evaluate a previous change effort with respect to the levers of change in the Tipping Point. The glance backward grounds the concepts further in their experience.
  • Directing their attention to a current change initiative, teams brain-storm their concerns and opportunities that they see for doing things better, based on what they have learned from using the simulation.
  • Finally, there is a guided group discussion—structured around the opportunities and concerns—to create a list of actionable items. These items become part of the group’s implementation plans.
Tipping Point model helped me to understand some of the barriers to change and provided a way of sustaining my energy. It has helped me to view the process of change differently, to experiment with conditions, and to seek alternative ways of influencing parts of the organization. It has also given me a framework for negotiating resources and leadership from others.
—Karen Dickinson, Sheffield Health and Social Care, NHS, UK

Why is it effective?

  • The computer simulator is a powerful way to introduce the dynamic Tipping Point model of change.
  • The Workshop brings out participants’ knowledge and experience. The simulation is a focal point for discussion and dialogue. The friendly competition aspect gets people to talk about organizational change. People learn from each other.
  • The discussion brings out otherwise hidden assumptions about how change happens. Team members learn about each other’s ideas and together create a larger common idea—a common mental model—of how change can be fostered in an organization.
  • The simulation incorporates interactions between factors that can affect change, and it demonstrates long-term as well as short-term impacts. This gives unexpected results which encourages participants to think “outside the box.”
  • Time for grounding the lessons learned from playing and discussing simulated strategies is built into the workshop. This gives participants the opportunity to think about how the variables that they have used in the game can be made real in their own work environment.
  • The assumptions and equations built into the simulation are close enough to participants’ experience to make the game realistic, to demonstrate valuable interactions, and to make the lessons learned applicable to their own organization. It is important to remember that the simulation is generic. It conveys concepts clearly and effectively; it does not give numeric predictions.

Learning through action works!

The Workshop is effective because it gets people involved. It’s fun. The simulation is engaging to play with it. The competition built into the Workshop adds a dimension that increases people’s involvement. While devising strategies to beat the other teams, participants discuss their ideas and bring out hidden assumptions about organizational change. Once people are involved and thinking about change strategies, they can then have a more serious discussion on how to bring about a successful organizational change. The combination of dialogue, experimentation, and group reflection on the simulated outcome of a change strategy helps teams form and test out strategies that are richer and understood more fully by the entire team.

Workshop Participant Feedback

"The simulation made the ideas come alive, and the workbook will be a future resource.”

“Will be using the Levers of Change as a framework from now on.”

“It was very beneficial to us as a team and a company.”

“I found the Workshop to be very helpful to our current project.”

“Hands on exercises were useful”

“Great discussions on the dynamics of change.”

“Looking forward to applying the new ideas.”

“A wealth of content in a short time.”

“The Tipping Point Workshop helped me think in terms of the elements involved in change and in making change.”

“It really made me question my assumptions.”

“The discussion with my teammates on the interaction between variables was valuable.”

“The Workshop enabled me to see practical applications of new concepts.”

“The dynamics demonstrated by the simulation and the accompanying exercises are very effective.”

“Helped me to see the factors impacting organizational change from within an organizational structure.”

“Amazing program you put together!!!!”

Watch the Videos!
Seven Levers of Change
Tipping Point Simulator
Change, Dialogue, & Action
Strategy Perspective
Meet the Developer


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Books Contagious Commitment Books

Workshop Facilitators
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More about the Workshop
Creating Advocates
Applying the Tipping Point
Workshop Flyer
Certification Flyer
Book Flyer
Dance of Change
People Side of Change
The 'Infectious' Spread...
Applying Lessons
Creating Contagious Commitment Introduction

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