Leading Change: The Kübler-Ross Change Curve in Practice
Change is inevitable. It’s constant.
No matter how much we might want to push the pause button, we frequently have to find a way forward – to get unstuck, unlock potential, and turn a vision into reality.
In this blog, we delve into the practical application of the Kübler-Ross Change Curve, a renowned model for navigating change, and offer helpful suggestions for confidently leading others through the change journey.
The Kübler-Ross Change Curve: Understanding the 7 Stages of Change
In 1969, in her book ‘On Death and Dying’, Swiss psychiatrist Dr Elisabeth Kübler-Ross wrote about the five stages of grief. She identified these stages as defence or coping mechanisms to change, loss, and shock.
Since its publication, the stages have been adapted into the “Kübler-Ross Change Curve”, a powerful change management model that helps us understand the emotional journey individuals and organisations go through when faced with significant change. There are numerous versions of the curve in existence. However, the majority of them are consistent in their use of key basic emotions.
1. Shock
Where the suddenness or magnitude of the change takes people aback.
2. Denial
Where individuals may resist or refuse to acknowledge the change.
3. Anger
Where emotions may run high as people express frustration or resentment towards the situation.
4. Bargaining
Where individuals may try to negotiate or find alternative solutions to avoid the change altogether.
5. Depression
Where individuals may feel overwhelmed, sad, or helpless about the situation.
6. Acceptance
Where people start to come to terms with the change and adjust their mindset accordingly.
7. Commitment
Where individuals actively engage in problem-solving and take action to adapt to the change and the future.
Understanding these stages is crucial for leading change effectively. By recognising where individuals are in the Change Curve, leaders can provide the necessary support, resources, and communication to guide them through the emotional journey. Additionally, by anticipating potential challenges and setbacks at each stage, strategies can be developed to address resistance and foster a more positive and productive change process.
Leading Through the Stages
We don’t start and finish the curve together
A team or organisation is, after all, composed of individuals. Recognising that people may be at different stages of the change curve at any given time is vital. Therefore, we must avoid making assumptions about where people may be and acknowledge that everyone will have their own unique worries and concerns.
Selling the vision and building trust
We sent an email – isn’t that enough?
Communication style and method is another vital factor in leading change successfully. Written, visual, ‘all-hands’, ‘town halls’, focus groups, department change reps… the list of options is seemingly infinite and may or may not be appropriate for your team.
Tailoring the communication to resonate with the target audience and delivering messages with clarity and empathy can significantly impact how well they are received and understood. However, It has to be a two-way channel.
Training and coaching for increased adoption
Providing training and support is also crucial. Change management frequently requires individuals to adapt to a new way of working, sometimes entirely new roles, which can be incredibly challenging. Training opportunities and coaching resources will ensure team members feel equipped and comfortable with the changes, reducing resistance and fostering a smoother transition.
Celebrate throughout the journey
Finally, celebrating success is essential to embed hard-won victories, but don’t wait until the end to champion your results. Recognising and acknowledging achievements, big and small, throughout the journey reinforces a positive culture of change and motivates individuals to continue pushing forward.
Leading change is not a one-size-fits-all approach. The most successful initiatives stem from a clearly articulated vision, from a direction that is tangible and understood. Caution is always offered to those attempting change without genuinely knowing the destination.
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