The "J-Curve" of change is a helpful concept when thinking about the trajectory of a change initiative. Leaders assume that they will see early results from the implementation of change but performance often gets worse before it gets better. There are many reasons for it; disruption to existing systems, people fearful of & getting used to new ways of working; it's a learning curve for the system. One of the worst things that happens as a result of the J-Curve is "leadership tampering": leaders impatient for results who start to fiddle with the new system before new arrangements get a chance to work through. There are many things we can do to reduce the impact of the J-Curve: 1) Stay focused on shared purpose & values, giving people the confidence to move towards a different future that is more compelling than the status quo 2) Anticipate that an "implementation lag" may happen and set expectations based on that 3) Provide support - technical, emotional, learning 4) Involve everyone in the change process, so it is done "with" people, not "to" them 5) Adjust, based on learning & feedback, through small test of change This article is from @dviney who developed the concept of the J-Curve: david-viney.me/post/the-j-cu….