Why people don’t embrace change and more importantly what to do about it
Most people resist change - and yet it is the most important part of growth
Stephanie Moore
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How to shift the way people think about change and steps to embrace the process. Reading time: 5 minutes; 58 seconds
Why don’t people embrace change… and what can we do about it?
Change is all around. It forms a part of daily lives, and yet human beings still find it incredibly difficult to endure and how to cope.
The reason is that we are creatures of habit. We have been hard-wired to find the path of least resistance and discover the easiest ways to do things and then make them habits. This approach does not work well with change.
Psychologists for many years have battled to understand how human beings cope with and develop around change, and with a plethora of complex research, we find the change curve is the best way to understand what is happening to a person when change happens.
The Change Curve
The Change Curve is based on a model originally developed in the 1960s by Elisabeth Kubler-Ross to explain the grieving process. Since then, it has been widely utilised as a method of helping people understand their reactions to significant change or upheaval.
Kubler-Ross proposed that a terminally ill patient would progress through five stages of grief when informed of their illness. She further suggested that this model could be applied to any dramatic life-changing situation and, by the 1980s, the Change Curve was a firm fixture in change management circles.
The curve, and its associated emotions, can be used to predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change.
The insight from the change curve research has been well documented by several leading authorities as follows: image0.png33.3 KB
Stage one: Shock and denial
The first reaction to change is usually, shock. This initial shock, while frequently short-lived, can result in a temporary slowdown and loss of productivity. Performance tends to dip sharply, individuals who are generally clear and decisive seek more guidance and reassurance, and agreed deadlines can be missed. The shock is often due to:
Lack of information
Fear of the unknown
Fear of looking stupid or doing something wrong
After the initial shock has passed, it is common for individuals to experience denial. At this point, the focus tends to remain in the past. People may feel everything was OK as it was, but why does there need to be a change? Common feelings include:
Being comfortable with the status quo and feeling threatened
Fear of failure
Individuals who have not previously experienced significant change can be particularly affected by this first stage. It is common for people to convince themselves that the change isn’t going to happen, or if it does that it won’t affect them.
Performance often returns to the levels seen before the dip experienced during the initial shock of the change.
People carry on as they always have and may deny having received communication about the changes and may well make excuses to avoid taking part in forward planning.
Stage two: Anger and depression
After the feelings of shock and denial, anger is often the next stage. A scapegoat, in the shape of an organisation, group or individual, is commonly found.
Focusing the blame on someone or something allows a continuation of the denial by providing another focus for the fears and anxieties the potential impact is causing. At this stage, people become suspicious, sceptical, and they often feel frustrated.
The lowest point of the curve comes when the anger begins to wear off and the realisation that the change is genuine hits. It is common for morale to be lowered, and for self-doubt and anxiety levels to peak.
Feelings during this stage can be hard to express, and depression is possible as the impact of what has been lost is acknowledged. This period can be associated with a feeling of apathy and isolation.
At this point, performance is at its lowest. There is a tendency to fixate on small issues or problems, often to the detriment of day-to-day tasks. Individuals may continue to perform functions in the same way as before, even if this is no longer appropriate behaviour.
Stage three: Acceptance and moving on
After the darker emotions of the second stage, a more optimistic and enthusiastic mood begins to emerge. Individuals accept that change is inevitable and start to work with the changes rather than against them. Now come thoughts of:
Exciting new opportunities
Relief that the change has been survived, impatience for the transition to be complete
The final steps involve integration. The focus is firmly on the future, and there is a sense that real progress can now be made. By the time everyone reaches this stage, the changed situation has firmly replaced the original and becomes the new reality.
During the early part of this stage, energy and productivity remain low, but slowly begin to show signs of recovery. Everyone will have lots of questions and be curious about possibilities and opportunities. Typical topics of conversation resume and wry humour are often used when referring to behaviour earlier in the process.
What can you do about the impact of the change curve?
It is essential to tackle each of the stages of change. Failure to do so promptly risks the onset of derailing behaviours creeping in as well as a level of disengagement forming.
Shock and denial stage
At this stage, communication is vital. Reiterating what the actual change is, the effects it may have, and providing as much reassurance as possible, will all help to support individuals experiencing these feelings.
Anger and depression stage
People will be reassured by the knowledge that others are experiencing the same feelings. Providing managers, teams and individuals with information about the Change Curve underlines that the emotions are usual and shared, and this can help to develop a more stable platform from which to move into the final stage.
Acceptance and moving on stage
Individuals will respond well to being given specific tasks or responsibilities. However, communication remains critical. Regular progress reports and praise help to cement a more buoyant mood. It is not uncommon for there to be a return to an earlier stage if the level of support suddenly drops.
take action: achieve more
Recognise that each person responds differently to change and while they will experience each stage, they will do so in different ways
Do not try and rush people through the steps but at the same time don’t let them linger either
Use this insight to manage people and teams towards your business growth goals
