The Kübler-Ross Curve in Change Processes
- 1 day ago
- 6 min read
The emotional level of change processes
You've probably heard of the Kübler-Ross change curve. Perhaps especially in relation to grief? However, the model has also been established for years in the areas of change management and leadership during times of change.
This blog post will tell you everything you need to know about the change model in the context of leadership and transformation. From the different phases to practical application:
The 7 phases of change
Our brains prefer familiar things. This is the core challenge that change managers constantly face. People don't want change because our brains don't want it. Change means finding new rules, new guidelines, new actions and reactions, and that in turn means our brains have to expend energy—something they want to avoid at all costs. Perhaps sustainable, but unfortunately not very promising.
Change is necessary for long-term success, both individually and, above all, as a company. As a result, we react with emotions – sometimes strong, sometimes less so – when such a transformation is imminent. This can happen, for example, when a loved one dies – Kübler-Ross's field as a psychiatrist was death research – but also when we simply have to say goodbye to a familiar company structure.
In the 1960s, the Swiss-American psychiatrist Elizabeth Kübler-Ross identified five stages of grief that people who are close to death, as well as their relatives, usually go through:
Refusal to accept reality
anger
Negotiate
depression
acceptance
These phases were later used by Richard K. Streich as a basis and adapted and expanded for application in business, so that today we talk about seven phases of the change curve:
Shock: A sudden change is always paralyzing. Depending on its magnitude, it might only make us a little stiff, or it might completely freeze us. Worries and anxieties tighten their grip, and our thoughts race even faster.
Rejection: To feel supposedly safe, we humans initially reject change. We flee into what we know and try to ignore the new as much as possible. Anyone who has ever experienced a software migration in a company knows what I'm talking about. Sometimes, people work with the old IT systems right up until the last day instead of familiarizing themselves with the new one.
Frustration / rational acceptance: At some point, you have to realize that you can't ignore change. Instead, we rationally understand that it's coming, perhaps even not entirely terrible, but we can't yet truly accept the change. Frustration is the result.
Emotional acceptance: The lowest point has been overcome, the curve is rising. One has been able to come to terms with the situation and find positive aspects in it.
Experimentation: Curiosity arises – and it brings motivation with it. The new system and its limitations are carefully tested, and we seek our role in the changed (work) environment.
Reorientation: Enthusiasm for the new system is growing. Employees are happy to contribute frequently and are once again pulling together.
Integration: The change is complete (although we also know, of course, that after one change comes another). But this part deserves celebration, because the new tool or system has been successfully implemented and is being well received by the workforce.
Reception and Criticism
The change curve is a useful model for managers who are currently undergoing or planning a change process. This is particularly true because it places emotions at the forefront and focuses on them very clearly. It provides orientation and shows you, as a manager, which phase your project is currently in, depending on the feelings and behaviors you observe from your employees.
However, the change curve is of course not a "one-size-fits-all" model. Even though it can be said that most people act according to this pattern, reactions to change are always individual. It's impossible to predict exactly how long a person will remain in a particular phase. Likewise, people may skip entire phases or even regress to a phase they had previously gone through.
Individual communication takes precedence over rigidly forcing things into a "pattern".
Another point that is repeatedly raised and criticized in connection with the Kübler-Ross model is the lack of scientifically verifiable evidence for the change curve – including its application in business. Kübler-Ross based her findings on interviews she conducted with dying people. This is not only a completely different field, but it also initially makes a rather negative impression. Modern change management, and I as an agile coach, prefer to focus on the positive elements that arise from constant and continuous change.
The meaning of the change curve in the context of leadership
How can the change curve still support you as a leader? You can derive tips from the different phases to optimally guide your employees through change processes. (Another good model that can lead your change process to success is Kotter's change model .)
Early and transparent communication: The earlier and more comprehensively you inform your employees about upcoming changes, the better. This prevents office gossip and stops the coffee break from becoming a rumor mill. The "shock" phase is lessened.
Credibility: Productivity may dip during the initial phases of a change process. However, this is no reason to abandon the entire project. Instead, demonstrate your commitment to the change and communicate the positive aspects you expect from the project.
Take emotions seriously: Don't simply dismiss the concerns and fears of your employees, but offer a platform – even for negative emotions.
Encourage and demand participation: Actively involve your team in the change process, for example when it comes to goals and visions. This fuels motivation and commitment.
Give it time and space: The grass doesn't grow faster if you pull on it. Change processes take time, up to 24 months for large projects. Instead of rushing for progress, give your employees time to adjust to the new situation.
Show perspectives: Keep emphasizing the positive world that awaits at the end of the project.
Support advocates: You'll never get all employees on board with a project. Approximately 10 percent will resist, no matter what you do. However, at the other end of the spectrum, there are also those who enthusiastically support the initiative. Focus on these individuals instead of wasting all your energy on the opponents.
Case study from practice
What might the Kübler-Ross change curve look like in a specific use case? Here's an example I mentioned above – the introduction of new software in a company:
Shock: After management announces the introduction of new software, some employees react with shock or surprise. Questions like, "Why is this changing? We've always done it this way and everything worked perfectly fine?" become increasingly frequent.
Measure: Transparent communication of the reasons for the change and the advantages of the new software.
Rejection: Employees reject the change, arguing that the old software is sufficient. They try to ignore the implementation or delay addressing it. Offered training sessions remain unattended.
Measure: Regular information events to clarify the advantages and necessity of the new software.
Frustration: Emotional reactions such as frustration, anxiety, or anger occur. Some people say: "I'll never get over this. It's completely hopeless."
Measure: Training and individual support to strengthen the competence of employees, as well as offering an open ear for concerns.
Emotional acceptance: The team slowly realizes that the change is inevitable. Initial trials with the new software take place, often still tentative and slow.
Action: Make successes and progress visible and celebrate them, give positive feedback.
Experimentation and reorientation: The new software is being used more and more. Employees are developing routines and trust.
Action: Share success stories that demonstrate efficiency improvements and offer further training for optimization.
Integration: The software is fully integrated into daily work routines, and employees use it productively.
Action: Identify further development opportunities and secure long-term support.
Conclusion
Although the change curve is often criticized, and in some respects quite rightly so, I find it very useful for becoming aware of the emotions within a team, especially when change initiatives stall. Before you declare a project dead or throw in the towel during the difficult first and second phases, it's worth taking a look at the emotional context. One thing is certain: it won't harm your project.
Is your company undergoing a change process? I'd be happy to support you!