Change Leadership Series

Initially developed as board games in 1988 for educators, the games have evolved beyond the classroom into organizations and systems of all sizes, and come in easily scalable software versions that simulate three years of change effort. Best experienced in facilitated sessions of 15 – 40 participants the games are informed by the NETWORK’s more than 40 years of involvement, research and consultation around change initiatives within individual schools, large education districts and organizations throughout the world. As part of the Change Leadership Series, each game builds upon the skills learned in the previous one progressing from Making Change Happen to Systems Thinking, Systems Changing, and finally to Networking for Learning.

We have versions of the Making Change Happen and Systems Thinking, Systems Changing suited for education, business and non-educational organizations. Contact us for details of non-education games.

Aspire to change, and succeed.

The NETWORK’s research-based simulation games bring to life the challenges associated with organizational change and how to overcome them. By playing the games, leaders and staff alike learn to collaboratively shepherd people through effective longterm changes. Participants working toward change learn that in order to succeed, individual transformation from within, combined with an understanding of the impacts on their colleagues, needs to take place. Through these simulations, where the teams act as outside consultants, that goal becomes achievable.

Simulations make change more possible because they… 

  • Are authentic imitations of reality where there’s no clear cut way to win, but plenty of learning opportunities along the way.
  • Encourage safe learning spaces where inquisitiveness and collaboration are strongly encouraged without any real-life consequence or risk.
  • Involve you in problem solving and dialogue with colleagues about real issues you face and choices you have to make.
  • Remind you that change happens through people who respond in different ways to transitions.
  • Challenge assumptions, often leading to powerful learning and “out of the box” thinking.

Reflect on the experience.

Unlike many other simulations, The NETWORK’s games each include built-in reflection and feedback periods where participants dig deeper into their own assumptions about change and talk about how their decisions in the game impacted the results. This is key to integrating the learning into the day-to-day reality so new knowledge and skills can be put into real-life practice.