Case Study: The University of Sydney Business School
The blog introduces a VR case study by the University of Sydney Business School and Dealplay.
VR simulations help students reflect on managing egocentric behavior in a group environment, a common hindrance in team dynamics.
The case study showcases the potential of VR in change management education.
Change is the only constant in the business world. Mastering the art of change management, especially when it involves human behavior, is a crucial skill for success. But what if there were an innovative way to gain these skills in a realistic and immersive
environment as real-world challenges arise?
Today, we're thrilled to share our case study, 'Virtual Reality for Change Management Intervention'. This project is the result of a collaboration between the University of Sydney Business School and Dealplay. This case study explores the use of Virtual Reality (VR) in combating one of the most common obstacles in team dynamics: egocentric behavior.
Egocentric Behavior in Teams: An Obstacle to Change Management
Egocentric behavior — characterized by indifference, dominating conversations, self-centeredness, and an excessive concern about others' opinions — is a notorious barrier to innovation, open communication, and receptiveness to change within teams. Addressing and managing this behavior effectively is a pivotal aspect of successful change management.
Transforming Change Management with Virtual Reality Education
To tackle this challenge, the University of Sydney Business School and Dealplay developed immersive VR simulations that recreate real-world instances of egocentric behavior in group settings. These simulations enable users to experience these challenges firsthand and learn how to effectively navigate them in a controlled environment.
The VR experience was meticulously designed to reflect the intricacies of managing egocentric behavior during a team meeting. As part of the VR experience, students play the role of a manager discussing a team member's promotion and its implications on the rest of the team.
From Idea to VR Prototype: A Journey through Change Management
The creation of this VR experience was a complex process that involved several stages of planning and implementation. The team carefully considered the requirements of the MPO program and the specific learning outcomes related to managing egocentric behavior. By identifying and examining key concepts, they were able to establish a solid foundation for the instructional design of the VR experience.
Next, the team conducted an in-depth assessment criteria diagnostic to align the VR learning experience with existing pedagogy and assessment criteria. This involved analyzing existing learning materials and recommending an effective blended learning experience that seamlessly integrates with the students' learning journey.
The prototyping stage involved creating and testing low-fidelity versions of the VR module. Feedback from this testing phase was utilized to enhance user experience and ensure the module successfully achieved the desired learning outcomes.
Discover the Power of VR in Change Management
This VR case study, brought to you by the University of Sydney and Dealplay, showcases the future of change management education. It provides a compelling example of VR's potential in creating realistic learning environments that prepare students for the challenges they will face in the real business world. We invite you to delve deeper into the full study to uncover the transformative power of VR in change management.
Keywords: Change Management, VR for Change Management, Egocentric Behavior, Virtual Reality, VR Simulations, VR in Education, VR Case Study, University of Sydney, Dealplay, MPO Program, VR Learning Experience, VR Prototype, VR in Business Education, Business School and VR, Innovation in Education.