kubler-ross-change-curve

Kubler-Ross Change Curve

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The Kubler-Ross Change Curve was initially developed by psychiatrist Elisabeth Kubler-Ross in 1969 as a model to explain the emotional and psychological responses of individuals facing terminal illness or death. However, the model has since been adapted and applied to various fields, including organizational change management.

The model identifies a series of emotional stages that people typically go through when dealing with significant change or loss. These stages are not necessarily experienced in a linear or sequential order, and individuals may move back and forth between them. The five stages of the Kubler-Ross Change Curve are denial, anger, bargaining, depression, and acceptance.

Core Concepts of the Kubler-Ross Change Curve

To understand the Kubler-Ross Change Curve fully, it is essential to delve into its core concepts and the five stages of grief:

1. Denial:

  • Definition: In the initial stage, individuals tend to deny or resist the reality of the change. They may believe that the change won’t affect them or that it’s not happening at all.
  • Emotional Response: During this stage, people often experience shock, disbelief, and confusion. They may appear indifferent or detached from the change.

2. Anger:

  • Definition: As the reality of the change sets in, individuals may become frustrated, angry, and resentful. They may question the reasons behind the change and express their displeasure.
  • Emotional Response: Anger is characterized by feelings of frustration, irritation, and a sense of injustice. People may blame others or the organization for the change.

3. Bargaining:

  • Definition: In this stage, individuals may attempt to negotiate or make deals to avoid or mitigate the impact of the change. They may seek compromises or alternative solutions.
  • Emotional Response: Bargaining is marked by feelings of desperation and hope. Individuals may make promises or express a willingness to cooperate in exchange for stability.

4. Depression:

  • Definition: As the change becomes more imminent and the realization sets in that it cannot be avoided, individuals may experience a sense of sadness, loss, and helplessness.
  • Emotional Response: Depression is characterized by feelings of sadness, sorrow, and mourning for what is being lost or left behind. Individuals may withdraw or become disengaged.

5. Acceptance:

  • Definition: In the final stage, individuals come to terms with the change and begin to embrace it. They acknowledge the new reality and adapt to it.
  • Emotional Response: Acceptance involves a sense of calm, peace, and resolution. Individuals may start to see opportunities and possibilities in the change.

Significance of the Kubler-Ross Change Curve

The Kubler-Ross Change Curve holds significant importance for organizations and change management:

For Organizations:

  1. Understanding Resistance: The model helps organizations anticipate and address resistance to change by recognizing that it is a natural part of the process.
  2. Communication Planning: It informs communication strategies during change initiatives, allowing organizations to tailor messages to individuals at different stages of the curve.
  3. Employee Support: Organizations can provide appropriate support and resources to help employees navigate the emotional challenges of change.

For Change Leaders:

  1. Empathy and Compassion: Leaders can develop empathy and compassion for their team members by recognizing the emotional journey they are on during change.
  2. Managing Expectations: Understanding the stages helps leaders manage expectations, timelines, and the pace of change adoption.
  3. Facilitating Acceptance: Leaders can take steps to facilitate the acceptance stage by highlighting the benefits and positive aspects of the change.

Practical Applications of the Kubler-Ross Change Curve

The Kubler-Ross Change Curve offers practical applications for managing organizational change effectively:

Change Communication:

  1. Tailored Messaging: Craft communication messages that address the emotions and concerns of individuals at various stages of the curve.
  2. Frequent Updates: Provide regular updates and information about the change to keep employees informed and reduce uncertainty.

Change Leadership:

  1. Empathy and Active Listening: Practice active listening and show empathy to employees who may be experiencing emotional challenges during change.
  2. Support Mechanisms: Establish support mechanisms such as counseling services or peer support groups to help employees cope with change-related stress.

Change Planning:

  1. Change Readiness Assessment: Conduct a change readiness assessment to gauge where employees are on the Kubler-Ross Change Curve and tailor change strategies accordingly.
  2. Change Champions: Identify change champions within the organization who can guide and support their colleagues through the change process.

Challenges and Considerations

While the Kubler-Ross Change Curve is a valuable framework for understanding and managing change-related emotions, there are challenges and considerations to keep in mind:

  1. Individual Variability: People may progress through the stages at different rates, and some may skip certain stages altogether.
  2. Non-Linear Progression: Individuals may move back and forth between stages rather than following a linear progression.
  3. Over-Reliance on Stages: Focusing too heavily on the stages can lead to oversimplification and neglect of the broader context of change.
  4. Cultural Differences: The model’s applicability may vary across different cultures, as cultural norms and values can influence how individuals respond to change.

Future Directions in the Kubler-Ross Change Curve

As the field of change management evolves, the Kubler-Ross Change Curve may adapt and expand in the following directions:

  1. Hybrid Models: Integration of the Kubler-Ross model with other change management frameworks to create more comprehensive models.
  2. Digital Transformation: Exploration of how the model applies to digital transformation and technology-driven changes.
  3. Remote Work: Consideration of the model’s relevance in the context of remote work and distributed teams.
  4. Inclusive Approaches: Development of more inclusive approaches that consider diverse cultural and individual perspectives on change.

Conclusion

The Kubler-Ross Change Curve is a valuable tool for understanding the emotional and psychological responses of individuals during organizational change. By recognizing that change is a process that involves various stages, organizations and leaders can better support their employees through the challenges and uncertainties that change brings. While the model has its limitations and may not provide a one-size-fits-all solution, it serves as a reminder that change is a deeply human experience, and empathy and support are essential elements in successfully navigating change within organizations.

Read Next: Organizational Structure.

Types of Organizational Structures

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Organizational Structures

Siloed Organizational Structures

Functional

functional-organizational-structure
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.

Divisional

divisional-organizational-structure

Open Organizational Structures

Matrix

matrix-organizational-structure

Flat

flat-organizational-structure
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.

Connected Business Frameworks

Portfolio Management

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Project portfolio management (PPM) is a systematic approach to selecting and managing a collection of projects aligned with organizational objectives. That is a business process of managing multiple projects which can be identified, prioritized, and managed within the organization. PPM helps organizations optimize their investments by allocating resources efficiently across all initiatives.

Kotter’s 8-Step Change Model

kotters-8-step-change-model
Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.

Nadler-Tushman Congruence Model

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The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide.

McKinsey’s Seven Degrees of Freedom

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McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.

Mintzberg’s 5Ps

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Mintzberg’s 5Ps of Strategy is a strategy development model that examines five different perspectives (plan, ploy, pattern, position, perspective) to develop a successful business strategy. A sixth perspective has been developed over the years, called Practice, which was created to help businesses execute their strategies.

COSO Framework

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The COSO framework is a means of designing, implementing, and evaluating control within an organization. The COSO framework’s five components are control environment, risk assessment, control activities, information and communication, and monitoring activities. As a fraud risk management tool, businesses can design, implement, and evaluate internal control procedures.

TOWS Matrix

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The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.

Lewin’s Change Management

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Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.

Organizational Structure Case Studies

OpenAI Organizational Structure

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OpenAI is an artificial intelligence research laboratory that transitioned into a for-profit organization in 2019. The corporate structure is organized around two entities: OpenAI, Inc., which is a single-member Delaware LLC controlled by OpenAI non-profit, And OpenAI LP, which is a capped, for-profit organization. The OpenAI LP is governed by the board of OpenAI, Inc (the foundation), which acts as a General Partner. At the same time, Limited Partners comprise employees of the LP, some of the board members, and other investors like Reid Hoffman’s charitable foundation, Khosla Ventures, and Microsoft, the leading investor in the LP.

Airbnb Organizational Structure

airbnb-organizational-structure
Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.

Amazon Organizational Structure

amazon-organizational-structure
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.

Apple Organizational Structure

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Apple has a traditional hierarchical structure with product-based grouping and some collaboration between divisions.

Coca-Cola Organizational Structure

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The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.

Costco Organizational Structure

costco-organizational-structure
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure. Costco’s geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue. Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the company’s stores and divisions to more flexibly respond to local market conditions.

Dell Organizational Structure

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Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.

eBay Organizational Structure

ebay-organizational-structure
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.

Facebook Organizational Structure

facebook-organizational-structure
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).

Goldman Sachs’ Organizational Structure

goldman-sacks-organizational-structures
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.

Google Organizational Structure

google-organizational-structure
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.

IBM Organizational Structure

ibm-organizational-structure
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.

McDonald’s Organizational Structure

mcdonald-organizational-structure
McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.

McKinsey Organizational Structure

mckinsey-organizational-structure
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.

Microsoft Organizational Structure

microsoft-organizational-structure
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.

Nestlé Organizational Structure

nestle-organizational-structure
Nestlé has a geographical divisional structure with operations segmented into five key regions. For many years, Swiss multinational food and drink company Nestlé had a complex and decentralized matrix organizational structure where its numerous brands and subsidiaries were free to operate autonomously.

Nike Organizational Structure

nike-organizational-structure
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).

Patagonia Organizational Structure

patagonia-organizational-structure
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.

Samsung Organizational Structure

samsung-organizational-structure (1)
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).

Sony Organizational Structure

sony-organizational-structure
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.

Starbucks Organizational Structure

starbucks-organizational-structure
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.

Tesla Organizational Structure

tesla-organizational-structure
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.

Toyota Organizational Structure

toyota-organizational-structure
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).

Walmart Organizational Structure

walmart-organizational-structure
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the current CEO Doug McMillon is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.

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