2 How did you perform? Be candid and objective based on the numbers generated by the simulation. (You will not be downgraded if you performed poorly on the simulation. The objective is to demonstrate what you learned, including to what extent you found the theories you learned about in class useful and able to be applied to a real-life situation. For instance, did you use one or more than one theory to inform your thinking and analyses, make decisions, etc. or did you use a hybrid of theories? Did you just do your own thing?)
3 What worked and what did not work when pursuing your actions over the period the simulation was set? Explain why you think some strategies and tactics worked while other strategies and tactics did not work. Feel free to draw on a wide range of information sources to support your views, including company websites, annual reports, news reports, journal articles, etc., as reference to these external sources of information could make your presentation extremely interesting to the reader marking your work (your lecturer who will be a proxy Board).
4 What would you do differently? Are there learnings that could be applied to the industry the simulation was set or learnings that could be applied to other firms you know about, including organisations you are working at currently or have worked at in the past?
5 Conclusion. Succinctly explain your most important finding(s), including any interesting implications for the business in question.
Introduction

The objective of this simulation is convincing the majority of managers and employees in Spectrum Sunglass Company to accept the new sustainable development strategy within 96 weeks. Because this innovation involving a high degree of risks, some managers who are conservatism unwilling to take this challenge. I played the role of Director of Product Innovation within the R & D unit and I could use 17 alternative strategies to persuade 20 employees to be the sustainable development strategy’s adopters.
In this simulation, I learned the importance of considering and analyzing #####,
Finally, it took me 85 weeks to achieve of the objective of 20 adopters. This report will analyze the following three areas to elaborate the knowledge and experience that I have learned: simulation performance, the functioning part and the nonfunctional strategies, and the different decisions for the next time.

Simulation Performance (How did you perform?)
Before running the simulation, I have noticed that “employees as an important human capital provider companies involved in corporate governance is one-yuan system to a pluralistic system into an inevitable requirement.” (####). It is important for workers to get the consistency of the new sustainable strategy, avoiding the conflicts. Therefore, I investigated the personal characteristics of every key stakeholder including the different status in organization structure, relationship network and attitudes about the sustainable project. Moreover, I analyzed the 17 decisions that have different level of effects on promoting the new project. According to these internal and external analysis, I chose the appropriate decisions for the right person at the right time.

The first decision that I made was issue e-mail notice and hold town hall meetings to strengthen the awareness of the new strategy among managers and staffs. Unfortunately, it has done little to persuade people to agree about my plan. ##### presented that the negotiator’s strategy choices had key effects on negotiation outcomes (#####). So next, I told a success story to management (Michelle Barth, Andrew Chen and Paul D’Arcy) with strategic communication, which is helpful for acknowledging the important managers’ concerns timely.