As a project manager, you face many challenges, including those directly related to your team, your team's performance, and how you can deliver on time and within budget. Team Performance Model from Drexler & Sibbet addresses these challenges comprehensively, making it essential to successful project management in the 21st century.
Herzberg's Theory of Motivators and Hygiene Factors - Usage in Project Management
Frederick Herzberg was one of the first researchers to delve into the nuances of motivation, behavior, and their relation to performance. According to his two-factor theory, there were both motivators and hygiene factors involved in motivation.
ADKAR Model
Regardless of whether you’re a manager, coworker, or employee, change is inevitable in every aspect of life. At some point, every individual will be required to adapt to new circumstances and environments as he or she progresses through the stages of their careers and personal lives.
The 8-Step Process for Leading Change by John Kotter
John Kotter, author of the classic bestseller Leading Change , has developed a proven 8-step process to help organizations successfully launch new strategies, no matter how difficult they may seem. This process can be applied to large scale corporate change initiatives as well as small personal endeavors.
Daniel Pink's Extrinsic and Intrinsic Motivation Model
When it comes to motivation, there are two main perspectives that have been gaining momentum over the past few decades. The first of these two points of view contends that employees are best motivated by external factors, like money and promotions, while the second argues that it’s internal factors like purpose, autonomy, and mastery that lead to the most satisfaction at work. In his 2009 book Drive, Daniel Pink suggests an alternative approach to motivation that combines elements of both theories in order to create the most effective strategy possible.
Donald Norman's Gulf of Execution and Evaluation Model
The gulf of execution and evaluation, or cognitive gulf, was described by usability expert Donald Norman in his 1988 book The Design of Everyday Things. Norman referred to it as the difference between people's intentions and their ability to execute their intentions.