Dealing with Change

When leading changes it is important to know how those changes will affect others in terms of performance. The “change curve” is one of the best models which can be used to predict how performance is likely to be affected by the announcement and implementation of significant changes. The model was originally developed by E. Kubler-Ross in the 1960s to explain the grieving process for terminally-ill patients. It has been subsequently updated to consider the key stages that anyone would progress through when dealing with upheaval or any significant change. Knowing the “change curve” can help leaders to adapt their interactions according to where people are in their “progress” with the aim of achieving the proposed changes as effectively as possible. 

Here’s the change curve along with further considerations (“et alors”). 

Dealing with Change 

There are five distinct transitional stages of emotion when dealing with significant change: 

1. Shock 

The initial shock can result in a sharp dip in performance. Usually exacerbated by “fear of the unknown” the shock usually leads to the change being questioned. 

Leaders need to explain the change with as much information as possible while being supportive. 

2. Anger 

The anger is usually with someone or something which has to be blamed! Frustration and skepticism can often lead to depression with the onset of a sense of “loss”. 

Leaders need to reassure individuals usually through collective empathy (“we’re all in it together”). 

3. Rejection

The change is completely rejected leading to a nadir of performance often compounded with the continuation of behaviours and tasks that are no longer necessary. 

Leaders need to continually and positively market the change focusing on benefits to all involved. 

4. Acceptance

The individual begins to work with rather than against the change. A sense of relief might even give way to excitement or impatience for the change to be complete. Performance increases.

To ensure that individuals do not revert to prior stages, leaders should not stop communicating.

5. Hope

The focus is now on the future with a sense that real progress can be made. The changed situation has now replaced the original situation as the new reality and performance improves markedly. Leaders should capitalize on the momentum and even explore further opportunities.

Et alors

Whilst the “S.A.R.A.H” acronym is a useful way of remembering not only the stages but the common order of the changes, leaders should note that there is no right or wrong sequence. Similarly, some individuals will spend more or less time in one stage and will therefore reach different stages at different times. This highlights that, as is often the case, the art of leadership is all about connecting individually on a “human” level. Changes cannot just be rationalized – people are behind the changes and accordingly there will be feelings and emotions to deal with. Performance is affected by engaging individuals emotionally – and the leader’s logical questions should be supplemented with enquiries as to how people feel. Further, each individual is different: using the “change curve” to deal with change highlights that leadership can be most effective when it is performed on a one-to-one (rather than one-to-many) basis.