The Change Curve

I would wager everyone is already familiar with the Change-Grief process. Most of you have probably been presented with better summaries than I am capable of providing.It has proven valuable to my team to have some group discussions about the Change-Grief process and to become familiar with the ups and downs this can cause our group. The “Change Curve” is a useful tool when managing team change.

Understanding where an individual is on the curve will help when deciding on how and when to communicate information, what level of support someone requires, and when best to implement changes.

Furnishing individuals with the knowledge that everyone experiences the same emotions is the best way to return to good performance, job satisfaction, and general happiness. It helps boost the individual’s self-awareness and the entire teams “team-awareness”. It improves our collective Emotional Intelligence. If you are leading a new team through uncharted territory, reviewing this with them will help everyone.

Introduction

The Change Curve is based on a model originally developed in the 1960s by Elisabeth Kubler-Ross to explain the grieving process. Since then it has been utilized as a method of helping people understand their reactions to significant change or upheaval.

During a large project, there are many changes and reorganizations. These can cause disconnects between how the project develops and what role the individual contributors play – and what roles they expected to play. This mismatch between practice and expectations often causes a grief/change process.

Kubler-Ross proposed that a terminally ill patient would progress through five stages of grief when informed of their illness. She further proposed that this model could be applied to any dramatic life-changing situation and, by the 1980s; the Change Curve was a firm fixture in change management circles. The curve, and its associated emotions, can be used to predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change.

The original five steps of grief – denial, anger, bargaining, depression and acceptance – have adapted over the years. There are numerous versions of the curve in existence. However, the majority of them are consistent in their use of the following basic emotions, which are often grouped into three distinct transitional stages.

Stage 1 – Shock & Denial

The first reaction to change is usually shock.

This initial shock, while frequently short lived, can result in a temporary slowdown and loss of productivity. Performance tends to dip sharply, individuals who are normally clear and decisive seek more guidance and reassurance, and agreed deadlines can be missed. The shock is often due to:

Lack of information / Fear of the unknown / Fear of looking stupid/ Fear of doing something wrong

After the initial shock has passed, it is common for individuals to experience denial. At this point, focus tends to remain in the past. There is likely to be a feeling that as everything was OK as it was. Why must I change?

Individuals who have not previously experienced major change can be particularly affected by this first stage. It is common for people to convince themselves that the change is not actually going to happen, or if it does, that it will not affect them. People carry on as they always have and may deny having received communication about the changes, and may well make excuses to avoid taking part in forward planning.

At this stage, communication is key. Reiterating what the actual change is, the effects it may have, and providing as much reassurance as possible, will all help to support individuals experiencing these feelings.

Stage 2 – Anger & Depression

After the feelings of shock and denial, anger is often the next stage. A scapegoat, in the shape of an organization, group or individual, is commonly found. Focusing the blame on someone or something allows a continuation of the denial by providing another focus for the fears and anxieties the potential impact is causing. Common feelings include:

Suspicion / Skepticism / Frustration

The lowest point of the curve comes when the anger begins to wear off and the realization that the change is real hits. It is common for morale to be low, and for self-doubt and anxiety levels to peak. At this point performance is low. Many will continue to work in the same way even if this is no longer the right methods.

Providing information about the Change Curve helps to develop a more stable environment.

Stage 3 – Acceptance & Integration ("Moving On")

After the rough emotions a more optimistic and enthusiastic spirit is born. Individuals accept the change and begin to work with the changes rather than against them.

Now come thoughts of new opportunities and relief that we have survived.

The final steps involve integration where the focus is on the future and there is a sense that real progress can be made. By the time everyone reaches this stage, the new situation has replaced the original. It has become the new reality.

During the early part of this stage, energy and productivity remain low, but slowly begin to show signs of recovery. People given specific tasks or new responsibilities will have questions.

Communication remains key. Regular progress reports and the recognition of good work will help shore up the now growing positive mood.

We Are All Individuals

Each person reacts individually to change, and not all will experience every phase. Some people may spend a lot of time in stages 1 and 2, while others who are more accustomed to change may move fairly swiftly into stage 3.

Generally people move from stage 1 through stage 2 and finally to stage 3 – but there is no right or wrong sequence. Several people going through the same change at the same time are likely to travel at their own speed, and will reach each stage at different times.

You can lead your team to work in the status quo - or you can mentor them to embrace change, understand their own emotional dynamic, and evolve through change with the least pain. You decide!

Tim