The Kubler-Ross Change Curve has been adapted from its original setting related to grief and loss and applied to the context of organizational change. In organizational change, the model is used to understand the emotional responses and psychological transitions that employees go through when facing significant changes within their work environment. The stages of the Change Curve in an organizational context may be described as follows:

Shock and Denial:

  • Employees may initially resist acknowledging the need for change.
  • There might be a sense of disbelief or shock as the change is introduced.

Anger and Resistance:

  • As the reality of the change becomes apparent, employees may exhibit frustration, anger, or resistance.
  • Resistance can manifest in various forms, such as increased conflict or a refusal to cooperate.

Exploration and Bargaining:

  • Some employees may start exploring ways to cope with the change or bargaining for alternatives.
  • This stage involves a search for solutions or compromises to alleviate the impact of the change.

Depression and Acceptance:

  • As the implications of the change are internalised, employees may experience a period of either sadness or acceptance.
  • Eventually, individuals begin to come to terms with the new reality and understand the necessity of the change.

Integration and Commitment:

  • In the final stage, employees actively work toward integrating the change into their daily routines.
  • There is a commitment to the new ways of working, and a willingness to contribute to the success of the change.

Thinking about the various stages in the Change Curve helps leaders and change agents anticipate and address the emotional reactions of individuals within the workforce. It emphasizes the importance of providing support, communication, and resources to help employees navigate the transition successfully. The goal is to move individuals from a state of resistance or uncertainty to a place of acceptance and commitment to the change.

References

Paul Strebel, ‘Why Do Employees Resist Change?’ (Harvard Business Review, 1996). Available here.

Robert Kegan and Lisa Laskow Lahey, ‘The Real Reason People Won’t Change’, Harvard Business Review (November 2001).

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