Guessing is not a strategy: How to build decision velocity with AI and real-time data
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The Key to Project Success (Part 1 of 2)
Bob Weinstein is a journalist who covers technology, project management, the workplace and career development.
Leaders and followers will always perceive change differently. It’s the way of the world and it’s not likely to change, no matter how much we know about the subject. Even though workplace change is a fact of life, most followers are not about to wade through weighty tombs of unreadable verbiage so that they can understand why their world has suddenly gone haywire. All the erudite explanations are not going to make a restructuring, downsizing or reorganization palatable to employees--especially when they lose their jobs.
This story is about what many experts consider the essence of change management: how to direct and work with the people who have to implement change. Our sources don’t agree about methodology, yet they all present cogent explanations. You decide which one makes the most sense.
One thing is certain: Most people don’t think about change until they have to deal with it. When you put the myriad theories about change aside, essentially there are two kinds of change: Tolerable change is bearable change you can live with; intolerable change is painful and requires a difficult adjustment. An example of the latter change is a realignment of job functions, due to technological innovation. Production workers in a factory setting, for example, are told that their job has been redefined and streamlined because of cost-cutting technology. It means that they have to …
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"One of the symptoms of approaching nervous breakdown is the belief that one's work is terribly important." - Bertrand Russell |