Managing the Dynamics of Change: The Fastest Path to Creating an Engaged and Productive Workplace

by Jellison, Jerald

• ISBN13: 9780071470445
• ISBN10: 0071470441
• eBook ISBN(s): 9780071491112
• Edition: 1st
• Format: Hardcover
• Copyright: 2006-06-27
• Publisher: McGraw-Hill Education

Summary

This action-oriented book presents the revolutionary J Curve model, which tracks people's performance, thoughts, and emotions at each of the five stages of the change process, from resistance through positive acceptance-key knowledge you need to lead your team and speed implementation. Used by leading companies such as IBM, Chevron, Toyota-Lexus, and 3M, the J Curve gives you proven tactics and tools for quickly getting employees to a positive stage on the curve.In this groundbreaking book, Jellison introduces a new approach to change-Activation. Communication and persuasion aren't enough to help people overcome their doubts and anxieties. You'll put these Activation techniques to work immediately as you learn how to Communicate at ground level-breaking change down into doable steps so people can achieve the goal Front-load rewards-motivating people to persist through the most difficult phases of change Create accountability-linking performance to larger organizational goals Personalize praise-tailoring approval to individuals to motivate higher levels of performanceManaging the Dynamics of Changepresents an innovative method for getting employees to quickly commit to change efforts and simultaneously ramp up their performance.Drawing upon his extensive field research and consulting experience with Fortune 500 companies, Jerald Jellison, Ph.D. reveals how effective change occurs and shows you how to manage your employees' reaction to change, engage your team's emotions and actions, and move employees up the curve as fast as possible.

Author Biography

Jerald M. Jellison, a professor of social psychology at the University of Southern California, created the Business Academy of the Society of Human Resource Management (SHRM) and serves as its dean.

Table of Contents

Preface	xi
Acknowledgments	xv
SECTION 1: UNDERSTANDING THE CHANGE PROCESS	1	(78)
Chapter 1: Taking a Realistic Look at Change: The J Curve	3	(16)
The Human Dimension	4	(1)
The Five Stages of Change	5	(1)
The Path of Change	6	(13)
Chapter 2: Putting the J Curve to Work	19	(22)
When Change Goes Well	21	(2)
When Change Goes Badly	23	(8)
Building on Creativity	31	(1)
How Long Will Change Take?	32	(1)
Make the J Curve Work to Your Advantage	33	(5)
Three Realities of the J Curve	38	(3)
Chapter 3: Influencing People to Change	41	(20)
Ye Old Generic Change Speech	44	(4)
Reactions to Persuasion	48	(2)
Attention Inversion	50	(2)
The Importance of Focus	52	(2)
Does Persuasion Change Behavior?	54	(7)
Chapter 4: Activation: The Art of Turning Resisters into Doers	61	(18)
Elements of Activation	63	(2)
How Does Activation Work?	65	(2)
Why Does It work?	67	(2)
How Does Activation Work in Practice?	69	(3)
How Do You Motivate Employees to Change?	72	(2)
Motivation: Intrinsic or Extrinsic	74	(2)
When Should You Use Activation?	76	(3)
SECTION 2: EXPANDING YOUR CHANGE TOOLBOX: ACTIVATION	79	(80)
Chapter 5: Communicate at Ground Level	81	(18)
Use Your Altimeter	84	(3)
Getting Down to Ground Level	87	(12)
Chapter 6: Ask, Don't Tell	99	(20)
The Jeopardy Technique	101	(6)
Styles of Asking	107	(4)
Common Problems and Solutions	111	(3)
Showing Sincerity	114	(1)
Practical Advice	115	(4)
Chapter 7: Front-load the Rewards	119	(18)
Personalizing Praise	122	(1)
Why Don't We Praise More?	123	(3)
I Don't Know How to Praise	126	(7)
Personalizing Your Praise Upward	133	(4)
Chapter 8: Make It Easy to Start	137	(22)
Sympathizing with Negative Reactions	138	(5)
Creating a Safe Learning Environment	143	(2)
Provide Practical Education	145	(1)
Offer Safety in Numbers	146	(2)
Giving Words of Encouragement	148	(1)
Help Them Get Started	149	(10)
SECTION 3: SUSTAINING CHANGE	159	(56)
Chapter 9: Assign Accountability	161	(20)
Creating Accountability	162	(1)
The Necessity of Accountability	163	(3)
Establishing Accountability	166	(12)
Making Accountability a Part of the Culture	178	(3)
Chapter 10: Sustaining Enthusiasm for Change	181	(16)
The Reflection Principle	182	(1)
Sources of Energy	182	(8)
Reactions to Setbacks	190	(2)
Alternative Sources of Energy	192	(2)
Continuous Change	194	(3)
Chapter 11: Creating a Culture of Change	197	(18)
Surrounding People with Information	199	(3)
Practical Creativity	202	(3)
Everyone Can Contribute	205	(4)
Experimentation and Evolution	209	(1)
Rewarding Innovation	210	(1)
Removing Impediments	211	(1)
Publicizing Success	212	(1)
Creating Your Small World	213	(2)
Index	215