Organizational Change Through Computer-Supported Human-In-The-Loop Simulation: Supporting Constructive Change

The use of simulations to inform organizational change has long been important – computer simulations especially so today. Understanding organizational members’ involvement in simulations is especially critical in the context of human-in-the-loop (HITL) simulations. Drawing on Van de Ven and Poole’s (1995) distinction between prescribed and constructive types of organizational change, this paper addresses the potential influence of computer-supported HITL simulation on open-ended (e.g., constructive) organizational change in the military. Specifically, we draw on the case of the introduction of the F-35 fighter aircraft into the Norwegian Armed Forces. The case includes efforts to integrate the F-35 with other entities and discussions regarding the delegation of authority to F-35 pilots, among others. HITL simulations were used to support this organizational change. For constructive change, we argue that simulations supporting a broad range of organizational units may be particularly important (e.g., supporting the inclusion of different specializations such as air, land, and naval entities). We also argue that simulation support for high-fidelity aspects of particular organizational entities (e.g., realistic military vehicles) may be important in prescribed change, as it allows clear goals to be tested and the development of well-defined competencies. We discuss and illustrate these perspectives on organizational change and simulation support in light of the military case and conclude by suggesting directions for future research and practical implications.