The Change Curve In A Nutshell

The change curve is a model describing the emotional journey people undertake when responding to change.
The change curve was created by psychiatrist Elisabeth Kübler-Ross to describe how terminally ill patients approach death. It has since been adapted and expanded for use in business contexts.
The change curve has many variations, but an eight-stage curve is the most detailed. The eight stages are denial, anger, frustration, depression, acceptance, exploration, commitment, and growth.

Aspect	Explanation
Change Curve	The Change Curve, also known as the Transition Curve or Emotional Curve, is a model that describes the typical emotional and psychological stages people go through when facing significant change or transition in their personal or professional lives. It helps individuals and organizations understand and manage the emotional aspects of change.
Stages	1. Shock and Denial: In this initial stage, individuals often resist or deny the reality of the change. They may feel shock, disbelief, and a sense of loss. 2. Anger and Resistance: As the change becomes more apparent, people may express frustration, anger, and resistance. They may question the need for the change and its impact on them. 3. Exploration and Acceptance: In this phase, individuals start to explore the changes, gather information, and seek understanding. They gradually accept the new reality and begin to adapt. 4. Commitment and Integration: The final stage involves a commitment to the change. Individuals become more comfortable with the new situation and actively participate in making it work. They integrate the change into their lives or work routines.
Origin	The Change Curve is based on the work of Elisabeth Kubler-Ross, a Swiss-American psychiatrist who originally developed the “Five Stages of Grief” model to explain the emotional response to death and dying. It was later adapted to describe responses to various types of change.
Application	– The Change Curve is widely used in organizational change management to understand and address the emotional and psychological aspects of change among employees. – It helps leaders and managers anticipate and respond to the reactions of individuals and teams during times of change.
Leadership Role	– Leaders play a crucial role in guiding individuals through the Change Curve. They should provide clear communication about the change, acknowledge and validate emotions, and offer support and resources to help people navigate the transition. – Effective leadership can help individuals move from resistance to commitment more smoothly.
Mitigation	To mitigate the negative effects of the Change Curve, organizations should implement change management strategies that involve clear communication, employee involvement, training, and ongoing support. – Providing resources such as counseling, training programs, and peer support networks can assist employees in adapting to change.
Relevance Today	The Change Curve remains highly relevant in the context of today’s fast-paced and ever-changing business environment. Organizations must be equipped to manage change effectively to remain competitive. – Understanding the psychological impact of change helps organizations address employee concerns and build resilience.
Individual Variation	– It’s important to note that individuals may progress through the Change Curve at different rates, and some may skip certain stages altogether. – Factors such as personal resilience, the nature of the change, and individual circumstances can influence how people respond to change.
Positive Outcomes	While the Change Curve initially focuses on the challenges of change, it’s worth noting that successful navigation of the curve can lead to personal growth, increased resilience, and improved adaptability in the face of future changes.

The change curve is a model describing how people emotionally respond to change. The change curve model was created by Swiss-American psychiatrist Elisabeth Kübler-Ross to describe the five stages of grief terminally ill people go through. Further versions comprise eight stages that go from denial, anger, frustration, depression, acceptance, exploration, commitment and growth.

Understanding the change curve

The change curve model was created by Swiss-American psychiatrist Elisabeth Kübler-Ross to describe the five stages of grief terminally ill people go through.

Her work was highly acclaimed, leading to the concept being adopted in the business world to define how people respond to different types of organizational change.

As a result, it is still sometimes referred to as the Kübler-Ross model.

Workplaces are stressful at the best of times, with negative emotions associated with restructuring, redundancy, managerial staff, work requirements, and new technology.

Many employees are simply comfortable with the status quo and actively resist change – no matter how beneficial it may be for them.

Several variations of the model now exist, but most incorporate basic emotional stages since most people react to change in more or less the same way.

We will take a look at these stages in the next section and explain how they can be used to accept and even embrace change.

The eight stages of the change curve

For best results, the individual should move through the different stages of the curve linearly and as quickly as possible.

Managers can also smooth the change process by understanding where each employee is on their journey and providing the appropriate support.

Here is a look at each step of the curve adapted from the original grief-based Kübler-Ross model:

Stage 1 (Denial)

The first stage of denial or shock is usually short-lived.

Employees may act defensively when told that change is imminent and pretend it is not happening.

This often leads to a decrease in productivity as they become fixated on the past.

Stage 2 (Anger)

At some point, the gravity of the situation hits, and the employee angrily looks for someone or something to blame.

Anger may be directed at colleagues, superiors, the self, or the economy.

At this point, the individual becomes lost and uncertain about their future.

Stage 3 (Frustration)

In the third stage, the individual tries to delay or postpone the inevitable.

They may also try to negotiate a better outcome with the person instigating the change.

Stage 4 (Depression)

Here, the individual is despondent and experiences negative emotions such as sadness, regret, fear, and guilt.

Their confidence falters and they believe everything they are doing is a waste of time.

Stage 5 (Acceptance)

With time, the individual gradually comes to accept the change.

With acceptance comes a genuine desire to investigate the possibilities of a new future and how to make the most of it.

Stage 6 (Exploration)

As confidence begins to build, the individual becomes more enthusiastic about change.

They envision themselves adapting to change by visualizing how they might benefit.

They plan for a positive future and can solve the inevitable teething problems they encounter along the way.

Stage 7 (Commitment)

With acceptance and planning comes commitment.

The post-change environment becomes the new status quo.

Stage 8 (Growth)

The growth stage is not included in many change curve models, but it is worth mentioning.

In this final stage, the individual flourishes in their position and crucially is better able to deal with change the next time it occurs.

The entrepreneurial rollercoaster

For entrepreneurs understanding these emotional cycles is extremely important.

Indeed, the entrepreneurial journey is made of many ups and downs, and often times those happen in the same day.

This is even worse for those trying to build something completely new.

Therefore, it’s important to understand the emotional rollercoaster to be able to deal with it and build a successful business.

Advantages of the Change Curve:

Psychological Insight: It provides psychological insight into how individuals react to change, helping organizations and leaders anticipate and address emotional responses.
Supportive Guidance: The model offers guidance on how to support individuals through the change process, promoting smoother transitions.
Communication: Understanding the Change Curve can help organizations communicate change more effectively and empathetically.
Resilience: Individuals and organizations can build resilience by acknowledging and addressing emotional responses to change.

Challenges of the Change Curve:

Individual Variability: The model does not account for the variability in individual responses, and not everyone will follow the same trajectory.
Situational Factors: The model may not fully address the impact of situational factors and the specific nature of the change.
Overemphasis on Negative Emotions: Some adaptations of the model may overemphasize negative emotions and may not adequately address positive outcomes of change.

When to Use the Change Curve:

Organizational Change: It is commonly used in organizational change management to understand and manage employee reactions to change initiatives.
Personal Transitions: Individuals can use the model to navigate personal life transitions, such as career changes, relocation, or major life events.
Communication Planning: The model can inform communication strategies to address emotional responses during change announcements.
Team Dynamics: Team leaders can apply the model to understand how team members are reacting to changes and provide appropriate support.

What to Expect from Using the Change Curve:

Emotional Awareness: Expect individuals to become more aware of their emotional responses to change.
Supportive Actions: Using the model can lead to more supportive actions from leaders and organizations, fostering smoother transitions.
Enhanced Adaptation: Individuals and organizations that apply the Change Curve may experience enhanced adaptation to change.
Improved Communication: Expect more empathetic and effective communication during change processes.

Long-Term Impact of the Change Curve:

Resilience Building: Organizations and individuals can build resilience by recognizing and addressing emotional responses to change.
Change Management Effectiveness: Understanding and using the model can improve the effectiveness of change management initiatives.
Enhanced Leadership: Leaders who apply the Change Curve can become more empathetic and supportive in guiding their teams through change.
Personal Growth: Individuals may experience personal growth and increased adaptability as a result of successfully navigating change.

Case Studies

Technology Adoption:

A company introduces a new software system to streamline operations and improve efficiency.
Denial: Some employees may resist using the new software, clinging to their old processes and tools.
Anger: Frustration sets in as employees encounter challenges and difficulties with the new system, leading to resistance.
Exploration: With training and support, employees begin to explore the software’s capabilities and find ways to work more efficiently.
Commitment: Over time, employees fully commit to using the software as it becomes an integral part of their daily routines.
Growth: Employees become proficient in using the software, leading to increased productivity and growth in their skills.

Product Development:

A product development team is tasked with creating a groundbreaking product for the company.
Denial: Team members may initially doubt the feasibility of the project or the need for such a product.
Frustration: Challenges and obstacles in the development process can lead to frustration among team members.
Acceptance: As solutions are found and progress is made, team members accept the project’s importance and potential.
Exploration: The team explores innovative ideas, refines the product, and anticipates its success.
Commitment: With a clear vision and plan, the team is fully committed to completing the project successfully.
Growth: The product is launched, and its success leads to personal and professional growth for team members.

Personal Development:

An individual decides to make a significant lifestyle change, such as adopting a healthier diet and exercise routine.
Denial: Initially, the person may deny the need for change or underestimate the challenges involved.
Anger: Frustration and anger can arise when faced with the difficulties of breaking old habits.
Depression: Feelings of sadness or self-doubt may occur during the process of change.
Acceptance: Over time, the person fully accepts the need for a healthier lifestyle and begins to embrace the change.
Exploration: They explore different approaches to diet and exercise, seeking what works best for them.
Commitment: With a solid plan in place, the person commits to maintaining a healthier lifestyle.
Growth: Improved health, increased energy, and a sense of accomplishment lead to personal growth and well-being.

Key Highlights:

Change Curve: The change curve is a model that describes the emotional process individuals go through when facing change. Initially designed by psychiatrist Elisabeth Kübler-Ross to explain the stages of grief in terminally ill patients, it has been adapted for business contexts.
Origins and Adaptation: Originally focused on grief, the change curve gained relevance in the business world to understand how people respond to organizational changes. It is also known as the Kübler-Ross model.
Variations and Basic Emotional Stages: Various versions of the change curve exist, but they generally include basic emotional stages, as most individuals react to change in similar ways.
Eight Stages of the Change Curve:
- Denial: Initial shock and disbelief about impending change.
- Anger: Frustration and search for someone or something to blame.
- Frustration: Attempts to delay or negotiate the change.
- Depression: Despondency, negative emotions, and self-doubt.
- Acceptance: Gradual acceptance of the change and exploration of possibilities.
- Exploration: Gaining confidence, envisioning adaptation, and planning for a positive future.
- Commitment: Full acceptance and integration of the new status quo.
- Growth: Flourishing and increased adaptability to future changes.
Relevance for Entrepreneurs: Entrepreneurs should understand the emotional cycles of the change curve, as it parallels the ups and downs of the entrepreneurial journey. Understanding and managing these emotions is crucial for building a successful business.
Key Takeaways:
- The change curve describes emotional responses to change.
- Adapted from the stages of grief, it is used in business to understand reactions to organizational changes.
- An eight-stage change curve includes denial, anger, frustration, depression, acceptance, exploration, commitment, and growth.

Related Frameworks	Description	When to Apply
Kotter’s 8-Step Change Model	– Provides a structured approach to managing organizational change, comprising eight sequential steps, including creating urgency, forming a guiding coalition, and anchoring changes in the organizational culture. Kotter’s 8-Step Change Model emphasizes leadership, communication, and stakeholder engagement.	– When initiating and managing organizational change initiatives. – Applying a systematic process to mobilize support, overcome resistance, and sustain change efforts over time.
Lewin’s Change Management Model	– Proposes a three-stage process for managing change: unfreezing, changing, and refreezing. Lewin’s Change Management Model emphasizes the importance of preparing individuals and organizations for change, implementing changes effectively, and reinforcing new behaviors and practices.	– When planning and implementing organizational change initiatives. – Creating a supportive environment for change, facilitating transition, and consolidating new behaviors and norms.
ADKAR Model	– Focuses on individual change management by identifying five key elements necessary for successful change adoption: awareness, desire, knowledge, ability, and reinforcement. The ADKAR Model helps organizations understand and address individuals’ barriers to change.	– When managing individual transitions during organizational change. – Assessing individuals’ readiness for change and targeting interventions to address specific gaps in awareness, motivation, skills, and reinforcement.
Prosci’s Change Management Process	– Offers a holistic approach to change management, incorporating tools, methodologies, and best practices to support organizational change initiatives. Prosci’s Change Management Process emphasizes assessing change readiness, engaging stakeholders, and building change competency.	– When planning and executing change initiatives across an organization. – Applying structured processes and tools to manage resistance, mitigate risks, and facilitate successful change implementation.
Agile Change Management	– Adapts agile principles and practices to the field of change management, emphasizing flexibility, collaboration, and iterative approaches. Agile Change Management enables organizations to respond quickly to evolving needs and circumstances.	– When implementing changes in dynamic or uncertain environments. – Applying agile methodologies to engage stakeholders, test interventions, and adapt strategies based on feedback and learning.
Emotional Intelligence (EI)	– Refers to the ability to recognize, understand, and manage one’s own emotions and those of others. Emotional Intelligence enables individuals to navigate change, build resilience, and foster positive relationships.	– When leading or experiencing organizational change. – Leveraging emotional intelligence skills to manage stress, communicate effectively, and support others through transitions.
Appreciative Inquiry (AI)	– Focuses on identifying and amplifying strengths, successes, and positive aspects within organizations to inspire and facilitate change. Appreciative Inquiry emphasizes inquiry, collaboration, and co-creation.	– When seeking to catalyze organizational change through positive dialogues and shared visions. – Shifting the focus from problems and deficits to opportunities and possibilities to foster innovation and transformation.
Systems Thinking	– Views organizations as interconnected systems of interdependent parts, where changes in one part can impact the whole system. Systems Thinking encourages holistic and long-term perspectives on change.	– When analyzing complex problems or planning change initiatives. – Considering the broader context and systemic interactions to anticipate unintended consequences and design sustainable solutions.
Cultural Intelligence (CQ)	– Refers to the capability to function effectively in culturally diverse settings, understanding and adapting to different cultural norms, values, and behaviors. Cultural Intelligence facilitates successful change implementation in diverse organizational contexts.	– When leading or participating in change initiatives across culturally diverse teams or organizations. – Developing cultural intelligence to bridge cultural differences, build trust, and foster collaboration and innovation.
Resilience	– Describes the ability to bounce back from adversity, cope with stress and setbacks, and adapt to change. Resilience enables individuals and organizations to navigate challenges and thrive in dynamic environments.	– When facing uncertainty, disruption, or adversity associated with change. – Cultivating resilience through self-care, social support, and adaptive coping strategies to manage stress and maintain well-being during transitions.