You will have most likely come across the change curve concept at some point, but many know it as the five stages of grief: denial, anger, bargaining, depression, acceptance. While it’s a model originated in psychology to understand how people respond to grief, there are many other times and situations where it’s relevant. In the workplace during times of change is one.
What is the change curve?
The change curve is a model that describes the emotional journey individuals typically go through when experiencing significant change. It was originally developed by Elisabeth Kübler-Ross to explain the stages of grief, but it has since been adapted to understand responses to various types of change, including those in the workplace.
No matter what your leadership style is, the change curve is a valuable tool for managing transitions effectively. It helps leaders and managers anticipate how employees might react to changes, allowing them to prepare accordingly. This means that managers can then offer targeted support and resources to help employees navigate through the stages, and by acknowledging the emotional aspects of change, leaders can boost employee engagement and morale during transitions.
The Kübler-Ross change curve explained
The model, originally developed by Dr. Elisabeth Kübler-Ross, a Swiss-American psychiatrist, in her 1969 book, ‘On Death and Dying’, was designed to explain the emotional stages terminally ill patients go through when facing their own mortality. These stages are:
Denial: Refusing to accept the reality of the situation
Anger: Frustration and resentment about the situation
Bargaining: Attempting to negotiate a way out of the distress
Depression: Deep sadness and despair as the reality sets in
Acceptance: Coming to terms with the situation and finding peace
However, over time, the model has been adapted to understand emotional responses to various types of change, not just grief.
By the 1980s, the Kübler-Ross change curve became a cornerstone in change management, helping organisations navigate transitions. The stages were applied to workplace changes, such as restructuring, mergers, or new technology implementations, to help leaders anticipate and manage employees’ reactions.
The stages of the change curve
As the change curve has evolved, the names of the stages have been adapted to better reflect the experiences and emotions encountered in the workplace. This evolution aims to make the stages more relatable and applicable to professional settings, helping individuals and organisations navigate change more effectively.
The following model explains the emotional response likely to be experienced at each stage of the change curve, with general tips for supporting employees through each stage:
Shock and denial
The initial reaction to change is often characterised by disbelief and avoidance. Employees may struggle to accept the reality of the change, feeling overwhelmed and uncertain.
Tips for employers:
Communicate clearly: Provide transparent and consistent information about the change to reduce uncertainty.
Offer reassurance: Acknowledge employees' feelings and reassure them that their concerns are valid.
Provide support: Make resources available, such as counselling services or employee assistance programmes, to help them cope with their initial reactions.
Anger and frustration
As the realisation of the change sets in, employees may experience feelings of anger and resistance. This stage is marked by frustration and opposition to the change.
Tips for employers:
Active listening: Encourage open dialogue and listen to employees' concerns without judgement.
Address their concerns: Take steps to address specific issues raised by employees and show that their feedback is valued.
Promote positive outlets: Provide opportunities for employees to express their frustrations constructively, such as through team meetings or feedback sessions.
Depression and disorientation
This stage involves a period of uncertainty and low morale as the impact of the change becomes clearer. Employees may feel disoriented and experience a drop in motivation.
Tips for employers:
Offer stability: Provide a sense of stability by maintaining regular routines and offering consistent support.
Encourage connection: Foster a sense of community and encourage team-building activities to help employees feel connected.
Support mental health: Promote mental health resources and encourage employees to seek help if they are struggling.
Acceptance and integration
Gradual acceptance of the change begins, and employees start to adapt to the new situation. This stage is marked by a willingness to integrate the change into their daily routines.
Tips for employers:
Celebrate milestones: Recognise and celebrate small wins and successes during the transition.
Provide training: Offer training and development opportunities to help employees build the skills needed to adapt to the change.
Encourage collaboration: Promote collaboration and teamwork to facilitate the integration of new processes and systems.
Commitment and growth
When the change is fully embraced and accepted, it leads to personal and professional growth. Employees feel committed to the new direction and are motivated to contribute to its success.
Tips for employers:
Recognise contributions: Acknowledge and reward employees' efforts and achievements in adapting to the change.
Foster development: Encourage continuous learning and professional development to support ongoing growth.
Build a positive culture: Create a positive workplace culture that values innovation, adaptability, and resilience.
Supporting employees through each stage of the change curve can help ensure a smoother transition and foster a more resilient and adaptable workforce that is better able to reach its full potential.
Change curve in the workplace: practical application
Organisations can effectively utilise the change curve model to support employees during various types of change by understanding and addressing the emotional and psychological responses at each stage.
For example, let’s look at two common transformations that can occur in the workplace – restructuring and leadership modifications – and how leaders can utilise the change curve for a practical application.
Restructuring
Whether your business is reorganising departments, streamlining operations to increase efficiency or reduce costs, or combining with or acquiring another company in a merger or acquisition, company restructures can have significant impacts on employees, including changes in roles, responsibilities, and reporting lines. It can also lead to job losses or relocations.
How to support employees through each stage:
Shock and denial – When announcing restructuring, provide clear and detailed information about the changes and the reasons behind them to minimise shock.
Anger and frustration – Address concerns about changes in roles, responsibilities, and workflows to mitigate resistance.
Depression and disorientation – Recognise that employees may feel uncertain about their place in the new structure and provide clarity on their roles.
Acceptance and integration – Help employees understand how the new structure benefits them and the organisation.
Commitment and growth - Highlight opportunities for career growth and development within the new structure.
Leadership changes
Leadership changes can have significant impacts on employees, affecting their morale, productivity, and overall engagement. Employees may feel uncertain about the future and anxious about how the new leadership will affect their roles and responsibilities. If the previous leader was well liked, employees might feel a sense of loss and struggle to trust the new leader.
How to support employees through each stage:
Shock and denial – Introduce new leaders gradually and communicate their vision and goals to help employees understand the transition.
Anger and frustration – Acknowledge the impact of leadership changes on team dynamics and address any concerns about new leadership styles.
Depression and disorientation – Understand that employees may feel disoriented by new leadership and provide support to help them adjust.
Acceptance and integration – Facilitate opportunities for employees to get to know new leaders and understand their vision.
Commitment and growth - Emphasise the potential for innovation and growth under new leadership.
Leading through the change curve
Helping your teams navigate through the change curve stages requires good leadership and managers to prioritise empathy, communication, and support. Empathy involves understanding and acknowledging the emotions and concerns of employees as they navigate change, fostering a sense of trust and psychological safety. Effective communication is crucial; leaders should provide clear, transparent, and consistent information about the changes, addressing uncertainties and keeping employees informed. Support is equally important, offering resources such as counselling services, training programmes, and opportunities for feedback to help employees adapt and thrive.
By combining these elements, leaders can guide their teams through the complexities of change, ensuring a smoother transition and maintaining morale and productivity.
The change curve in business: a tool for navigating transitions
The Kübler-Ross change curve is significant in business contexts as it provides a framework for understanding the emotional and psychological responses employees experience during times of change.
By recognising the stages of shock and denial, anger and frustration, depression and disorientation, acceptance and integration, and commitment and growth, employers can tailor their change management strategies to address these responses effectively.
Leveraging the change curve allows businesses to implement targeted support measures, such as clear communication, empathy, and resources for coping, which can help employees navigate transitions more smoothly. This approach not only minimises resistance and disruption but also fosters a resilient and adaptable workforce, ultimately leading to more successful and sustainable change initiatives.
If you are seeking a new professional for your team – whether on a permanent or temporary basis, get in touch with a specialist consultant today.
