When a new business system or model is implemented something like a learning curve happens, but on a much larger scale. The phenomenon is often called “The Valley of Despair." It gets its name from the visual representation in charts and graphs that track productivity and other key metrics enterprise wide. "The Valley of Despair” describes a early but steep decline in performance metrics, followed by an anticipated rise to previously established performance levels which then go on to exceed previous conditions.
The "Valley of Despair" is a natural reaction to a major change when a new business model or system is implemented. This negative impact can be exasperated by confusion and social resistance expressed in the actions of individuals across key work groups. It can foster a culture of competition and/or resistance vs. cooperation. It can compromise engagement and can create barriers to information sharing and work place innovation. The condition is common enough that it is generally factored into the economic business case that financially justifies the new venture. However, it can be proactively managed and thus shortened providing a source of incremental net revenue for the firm. The use of recognition is a valuable tool for companies looking to accelerate positive outcomes.
Devices that communicate the rational for change, set expectations that align values, recognize individuals or work groups who adoption to change are valuable tools in humanizing performance expectations. Thru recognition individuals begin to see first hand how the change benefits them personally and helps them understand their role in helping the enterprise and its stakeholders archive their goals.
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