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

ISBN-10: 0071470441
ISBN-13: 9780071470445
Edition: 2006
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Description: The J Curve program includes a model that tracks how performance is impacted by people's reactions to change and techniques managers will use to quickly get employees to a positive stage on the curve Jellison has taught this approach to managers at  More...

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Book details

List price: $40.00
Copyright year: 2006
Publisher: McGraw-Hill Education
Publication date: 6/27/2006
Binding: Hardcover
Pages: 240
Size: 6.00" wide x 9.00" long x 1.00" tall
Weight: 1.078
Language: English

The J Curve program includes a model that tracks how performance is impacted by people's reactions to change and techniques managers will use to quickly get employees to a positive stage on the curve Jellison has taught this approach to managers at IBM, Chevron, Marriott, Honeywell, University of Toyota, and 3M Jellison speaks to more than 300 senior managers a month and will promote the book in his consulting work, at speaking events, and through his academic positions

Jerald Jellison has been a Professor of Psychology at the University of Southern California for three decades. For fifteen years he taught a skills-based course on transitioning from the university to business. He is Chairman of the Board of a 400 million dollar financial institution. His books include Managing the Dynamics of Change: The Fastest Path to Creating an Engaged and Productive Workplace and Overcoming Resistance: A Practical Guide to Change in the Workplace.

Preface
Acknowledgments
Understanding the Change Process
Taking a Realistic Look at Change: The J Curve
The Human Dimension
The Five Stages of Change
The Path of Change
Putting the J Curve to Work
When Change Goes Well
When Change Goes Badly
Building on Creativity
How Long Will Change Take?
Make the J Curve Work to Your Advantage
Three Realities of the J Curve
Influencing People to Change
Ye Old Generic Change Speech
Reactions to Persuasion
Attention Inversion
The Importance of Focus
Does Persuasion Change Behavior?
Activation: The Art of Turning Resisters into Doers
Elements of Activation
How Does Activation Work?
Why Does It work?
How Does Activation Work in Practice?
How Do You Motivate Employees to Change?
Motivation: Intrinsic or Extrinsic
When Should You Use Activation?
Expanding Your Change Toolbox: Activation
Communicate at Ground Level
Use Your Altimeter
Getting Down to Ground Level
Ask, Don't Tell
The Jeopardy Technique
Styles of Asking
Common Problems and Solutions
Showing Sincerity
Practical Advice
Front-load the Rewards
Personalizing Praise
Why Don't We Praise More?
I Don't Know How to Praise
Personalizing Your Praise Upward
Make It Easy to Start
Sympathizing with Negative Reactions
Creating a Safe Learning Environment
Provide Practical Education
Offer Safety in Numbers
Giving Words of Encouragement
Help Them Get Started
Sustaining Change
Assign Accountability
Creating Accountability
The Necessity of Accountability
Establishing Accountability
Making Accountability a Part of the Culture
Sustaining Enthusiasm for Change
The Reflection Principle
Sources of Energy
Reactions to Setbacks
Alternative Sources of Energy
Continuous Change
Creating a Culture of Change
Surrounding People with Information
Practical Creativity
Everyone Can Contribute
Experimentation and Evolution
Rewarding Innovation
Removing Impediments
Publicizing Success
Creating Your Small World
Index

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