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The Downs And Ups Of Change
Project leaders must shepherd initiatives in which change is a very real piece of the final deliverable. New technology, infrastructure and processes bring about updated policies, procedures and other adjustments, which often elicit resistance and fear. Here are some techniques and communication tools for managing the dynamics of change.
Jerry Jellison, professor of social psychology at the University of Southern California and author of “Managing the Dynamics of Change: The Fastest Path to Creating an Engaged and Productive Workplace” (McGraw-Hill; 2006), has studied performance, thoughts and emotions at each of the five stages of the change process — from resistance to positive acceptance. Drawing upon his extensive field research and work with organizations such as IBM, Chevron, 3M and Toyota-Nexus, his new book explores how rewards, accountability and personalization can build commitment to change efforts.
As part of its ongoing series of conversations on trends in project management, Projects@Work spoke with Jellison about how project mangers can speed the acceptance and implementation of their change initiatives.
Your book describes the change process as following a “J Curve.” What does that mean?
The path of change follows a J Curve pattern in which performance drops before it improves. Unfortunately…
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