Organizational change is an inevitability for any business, and the way that employees respond to it can either make or break the success of a transition. The “change curve” is a theory of how people typically react to change, and it provides an important framework to help understand how to effectively manage this process. Understanding the psychology of organizational change can help managers and business leaders anticipate how their employees will likely respond and provide strategies to help them manage through the process. This blog post will discuss the change curve and how to effectively implement it in the workplace to support successful organizational transformations.
7 stages of the change curve
Even though there are many different curves and people can react differently depending on their personalities and experiences, most change curve models generally follow the following pattern:
Stage 1: Shock
People typically respond to the threat to the status quo by being shocked when a change is first introduced. The lack of knowledge and fear of the unknown during this brief stage of shock can cause productivity loss at work. Communication is necessary at this stage to ensure that workers are fully informed and have access to answers to their questions.
Stage 2: Denial
After the initial shock has passed, people commonly experience denial. Employees could express that they don’t need the change and inquire as to why it is being implemented. Some people might persuade themselves that the change won’t occur or that it won’t have any impact on them. As people attempt to continue as before, performance levels may increase.
Stage 3: Frustration or anger
Anger or frustration often follows shock and denial. People may start to feel scared and want to find someone to blame. Performance levels start to drop during this phase. Organizations should be aware that a natural response to a major upheaval is anger. To assist staff in managing this phase, managers should concentrate on providing clear support and communication.
Stage 4: Depression
When the person starts to let go of their anger and realizes that the change is unavoidable, that is when the change curve dips to its lowest point. Morale and energy are frequently low during the depression stage, and self-doubt and anxiety can increase.
Stage 5: Experiment
As they test and investigate what the changes mean, people start to accept the situation at this point. While some may have no choice but to accept the change, others may learn to embrace it positively. During this phase, overall productivity begins to improve.
Stage 6: Decision
Productivity in the decision stage keeps increasing as people continue to adapt to the new working environment. They begin to embrace the changes as well as simply accepting them. Only when individuals reach this stage can the company rejoice and begin to benefit from new job descriptions, concepts, and innovation.
Stage 7: Integration
At this point, the transformation has become the new normal and the status quo. When the organization undergoes a transition again, managers and individuals can use this cycle of change as guidance.
What is the change curve?
A common model for comprehending the phases of individual transition and organizational change is the change curve. The change curve in the workplace can assist in predicting how workers will respond to change, such as when they switch teams or have more responsibilities on a particular project. You can successfully assist, support, and lead your team through changes by having a thorough understanding of the change curve. This will make their transition as easy and manageable as possible.
Coaching employees through the change curve
To effectively assist your team—and perhaps yourself—through the various responses people may have to change, follow these steps:
Explain the change
With any major change, employees may be confused or surprised. Managers can reduce these uneasy feelings by providing more information about the change, including its justifications. Consider holding a meeting where you can speak to the entire team, respond to any queries they may have, and outline the advantages of the change so they can feel more invested in it. Consider how to share the information with your team so as not to overwhelm them with too many details in order to help them adjust to the change.
Anticipate negative reactions
The possibility that employees may have a negative reaction to the change, such as anger or resentment, is explored in one of the stages of the change curve. If you’re ready for this scenario, you’ll probably be in a better position to support your employee than to react negatively. Remind yourself that a range of emotions is normal, and that by giving your employee the support they need to navigate the change, they can move past the emotion and become more engaged in their work.
Provide training
Ask employees what they need
Consider asking your employees how they feel and what they need to feel more at ease with the change because every employee will respond to change differently. They might require more clarification, reassurance that the change is unrelated to their work performance, a sympathetic ear to vent their frustrations to, or additional instruction to fully understand the changes.
By conversing with your staff, you may also naturally come up with strategies that support future change and assist in easing employees when necessary. This kind of cooperation can support a worker’s transition by making them feel like a valuable member of the workforce.
Evaluate the outcome
If you’re willing to draw lessons from the experience, you might find that there is room for improvement with every organizational change. You can use the feedback from your workforce to inform your next change, what worked during this change, and where you can make improvements.
The Change Curve
FAQ
What is a change curve?
The change curve is a model that describes the feelings individuals have when going through a change. It claims that regardless of who they are, people experience a fairly consistent set of emotional reactions. Despite the fact that the model is typically connected to negative changes, it also applies to people who go through positive changes.
What are the four stages of the change curve?
The four stages of change are typically experienced by those affected when it is first introduced at work. These can be visualised on the change curve. The stages are shock, anger, acceptance and commitment.
What is the Kübler-Ross change Curve used for?
The Change Curve is based on a model created by Elisabeth Kubler-Ross in the 1960s to describe the grieving process. Since then, it has become a popular technique for assisting people in understanding how they respond to significant change or upheaval.
How do you get through the change curve?
- Stage 1 Action: Communicate Clearly. People may still be in shock or denial at this point.
- Stage 2 Action: Listen and Observe. …
- Stage 3 Action: Offer Training and Opportunities. …
- Stage 4 Action: Celebrate and Share in Success.
