Implementing change within an organization doesn’t end at just changing systems and integrating new processes. Change happens when people adapt to these systems and processes and truly accept them. They follow a change curve, so how can it be managed for successful transitions?
The change curve can be managed through clear communication, timely training, listening and observing, other management tactics, etc. It is a natural part of the change management process and must be handled carefully to ensure success.
Change doesn’t happen overnight. People don’t automatically abandon the old way of doing things and happily move on to the newer processes. It takes time, and resistance and denial are natural reactions to change. The change curve explains the stages your employees go through during a change. Let’s look at how you can leverage these stages and manage them effectively.
What is the Change Curve?
The Change Curve is a popular model used to describe the stages of personal transition and orgnaisation change. It’s designed to assit in predicting how people will react to change so you can better support them through the transition.
Being able to predict this reaction using the typical stages allows you to better manage the process and increase the changes of success by turning any negative initial reaction into one of acceptance, or even positivity.
How To Manage the Change Curve
The change curve gives you ample insight into how people respond to a change. Let’s take a look at some of the key stages individually to explore how each emotional state can be managed to minimize resistance and emotional stress.
Denial
The first stage of the change curve is pure denial. If we don’t accept a change, we won’t have to implement it, right? That’s precisely the thought that runs through the people in this state. Their minds are in shock, and they aren’t ready to accept that a change has happened. They will show denial in the following ways:
- Being defensive toward feedback related to their adaption to the change
- Withdrawn and passive during meetings and communication
- Apathetic towards the company’s need for change
So, how do you manage this stage? Simple, you stay patient and use effective communication strategies to send the message home. Here is what you can do:
- Visualize the current state of the organization for the employees
- Show them where and why change is required.
- Show them the negative side of not implementing the change.
- Share the proposed plan for change with the employees.
- Give them the opportunity to share their feedback in a discussion.
- Visualize the organization’s future state if they help implement the change successfully.
- Prevent them from indulging in Groupthink, and direct all communication to the individuals it concerns to prevent toxic mentality.
Involve your stakeholders and designate change agents who adopt the change early so they can be your advocates and help convince other employees through their actions.
Anger
The employees now know that the change is here to stay; they have no choice but to accept it, which is the root cause of their frustration. They retaliate in the form of short outbursts of anger.
Employees can be angry at one or more of the following:
- The change – They may be angry at the idea of changing because they’re happy the way they are, and that’s usually the main reason for anyone to resist change.
- The management – Employees may be unhappy because they don’t see a need for changing things while the management thinks otherwise.
- At change agents – Employees may feel resentment towards the employees that easily accept the change and advocate for it
- At the circumstances – There is always an internal or external force that creates the need for change; employees can direct their anger toward this force.
Dealing with this stage is only possible when you have actual outbursts to observe and tackle. Whatever the employees are angry at, you can address their frustrations and concerns as they vent them out.
Shutting them out or suppressing their anger will make the transition longer and even more painful. It can also create a toxic environment for other employees and teams and give off the perception that you resist communication and feedback.
Here are a few things you can do to manage this stage effectively:
- Keep a lookout for signs of anger and resentment. This is good because it shows they are past the denial stage and a step closer to acceptance.
- Root out the employees with the most aggressive reaction. Anger is fine but should not promote any violent behavior.
- Don’t take the anger personally; understand that it’s a natural reaction. Instead, work on finding the root cause of the anger.
- Listen to employees patiently when they vent in front of you.
This phase is usually followed by frustration and then resignation because employees may feel like their reaction was useless, so they become passive while still not accepting the change.
Compromise
By now, employees are slowly accepting the idea of the change. They try to let go and minimize the change, so their routine and usual way of doing things are least disrupted. The compromise stage entails the employees trying to find a middle ground with the management and gaining an understanding of the change.
This stage isn’t anger-driven, it is rather a stage of negotiation and calculated decisions. This is a make-or-break stage; organizations that give in to employee bargains tend to lose on the implementation side.
So, what can you do to ensure your employees move along the change curve and your plan remains on the path? Here are a few tips for you:
- Listen to demands patiently
- Stand your ground and do not give in to extreme bargains
- Consider some minor concessions to show flexibility
- Show emotional support to the employees through coaching and training
Communication is key at this stage as well; constantly share the end goals you want to achieve through the change and how it will benefit the employees.
Depression
Some employees may emerge from the compromise stage feeling they simply cannot accept the change. This can lead them into a state of depression and despair.
This is a crucial stage that needs to be attended to, or these employees will passively start working against the change and influence others around them.
These employees are kind of lost and need to be helped as much as possible. Some employees may give up and leave at this point.
This stage also comes with increased resentment towards the management that implemented the change.
This stage can be battled with empathy and active guidance. You need to give them ample opportunity to discuss their issues and feelings with you.
You need to involve them in the process and get their help in navigating through problems.
Here are some tips for managing the depression stage:
- Involve employees through brainstorming and feedback sessions to make them feel valued and engaged.
- Talk to them about their problems and devise a solution together to help minimize them.
- Make sure to keep an eye on the ball, which is the change implementation. Ensure not to jeopardize your timelines by focusing on other issues.
Your main goal is to ensure that employees are least resistant and there is no productivity loss when change is implemented.
Acceptance
Finally, the employees have started accepting the change, and their positive morales have started returning. Emotions have stabilized, and change has become a part of how things are done.
What can you do to maximize this stage? This is where you will reinforce this positive behavior through rewards, appreciation, and incentives.
Let’s look at some quick tips for this stage:
- Start discussing the way forward with the employees. They’ve helped you achieve the original goal; why not enlist their help to chart the path ahead.
- Discuss the changes’ benefits as they become apparent in a public setting and through various communication channels.
- Celebrate small and big wins with rewards for efficient employees.
After this stage, employees move on with the change that has now become a part of the norm for the organization. Employees also become more accepting of change and are generally more flexible in accepting changes in the future.
Tips for Managing The Change Curve
Now that we have looked at each stage of the Change Curve and how to manage it, let’s look at some overarching tips to help make this management easier for you and your employees.
Effective Change Communication
Every stage of the change curve feeds on effective communication. Communication soothes anxious minds and empowers people with knowledge. People are less fearful when they have the knowledge they need to execute their work.
Communication also helps reinforce the end goal of the change time and again. Use all possible channels to communicate. Every employee will receive communication differently, so make sure your communication plan is inclusive and diverse.
Lookout for Roadblocks
The anger stage can be a disturbance. Individuals may respond by indulging in destructive behavior, which can present roadblocks and derail your overall progress and timeline. It is best to be on the lookout for these behaviors and manage them so they don’t harm the transition.
Create Training Opportunities
Do whatever you can to help employees transition to the new tools, software, and processes. Design personalized training programs that will help them see the use of the tool or software and keep their productivity in check. This will also remove uncertainties.
Celebrate Short Wins
Nothing boosts morale like rewards for good performance. Show that you value your efficient employees by rewarding their good performance publicly. Organizations should appreciate the early drivers of change and promote their behavior to encourage other employees.
Stakeholders as Role Models
If you want people to embrace change, you must show acceptance through your actions. Stakeholders need to be the mouthpiece of change, and they need to show behavior that advocates their acceptance of the change.
Employees will not take you seriously if the management and stakeholders are relaxed about the change and don’t make an effort to adopt it with the rest of the organization.
Be Flexible
There will always be situations that you didn’t plan for, which can impact how you manage change. The mark of a good change manager is the ability to stay agile and navigate through these situations.
You have to stay firm on your plan but also recognize that you may need to pivot when the need arises and make concessions to keep the process moving forward.
Benefits and Limitations of the Change Curve Model
The change curve model is definitely an effective way to navigate the people part of the change management process. Let’s look at the benefits and limitations of this model:
| Benefits | Limitations |
| It is an industry agnostic approach that can apply to any industry and its dynamics | Different employees will be at different emotional stages. Hence managing them can be tricky |
| It’s easy to implement with clear and detailed stages | The model is built with data from terminally ill individuals only |
| It empowers managers to know the exact emotional reaction of their employees to each stage | The connections between the stages are ambiguous. This is a problem because not all employees will go through all stages |
Frequently Asked Questions
What is meant by the change curve?
The change curve is a model that explains the emotions individuals experience when they go through change. It applies to both negative and positive responses to change. It explains that people go through a set and predictive range of emotional responses as a result of being subjected to change. These responses are detailed in the article above with ways to manage them.
Who created the change curve model?
Elizabeth Kubler-Ross created the change curve model in the 1960s as she was explaining the process of grieving. The method has been used to explain the way people react to different situations and is now implemented on businesses going through transitions.
How do you prepare employees for a change?
Constant and consistent communication is the only way to prime your employees’ minds towards accepting change. Communication alleviates their anxiety and helps them see the benefits of the change for themselves and the organization.
How Does Managing the Change Curve Play a Role in Conducting a Risk Analysis for Change Requirements?
Managing the change curve is crucial when conducting risk analysis for change requirements. By understanding how individuals and organizations respond to change, it becomes easier to identify potential risks and develop effective strategies to mitigate them. This ensures a smooth transition when conducting risk analysis for change requirements.
Final Thoughts
The change curve model is a great way to manage the emotional turmoil of the change management process.
Although it was originally built on research done with terminally-ill patients, it can have positive effects within business when changes are being made.
Even if changes are taking place across all organizational levels, the negative impacts and change journey will always happen for individual transitions.
Understanding that employees are emotional people can help you better guide them through the unpleasant stages and so the change curve can be a valuable asset during your transition. Remember, change is a journey for people as well as businesses.
We hope that our management strategies help you leverage this model to your advantage.
