How do people react to change?

The Change Curve

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The Change Curve is a popular and powerful model used to understand the stages of personal transition and organisational change. It helps predict how people will react to change, and, with the Change Blueprint, ensure they have the help and support they need.

The Change Curve model describes the four stages most people go through as they adjust to change.

When a change is first introduced, people's initial reaction may be shock or denial, as they react to the challenge to the status quo
Once the reality of the change starts to hit, people tend to react negatively. They may fear the impact; feel angry; and actively resist or protest against the changes.
At the next stage, people stop focusing on what they have lost. They start to let go, and accept the changes. They begin testing and exploring what the changes mean, and so learn the reality of what's good and not so good, and how they must adapt.
At the final stage, people not only accept the changes but also start to embrace them: they rebuild their ways of working.

Response to Change for Managers and Particpants

Denial

In the denial stage of the change curve people need information. They need to understand why the change is happening – what is the rationale, what problem are we trying to solve, what are the benefits and outcomes required at the end of the change initiative?

Managers need to;

Set clear objectives
Reinforce the reasons for change
Be visible
Involve staff in discussions about the change
Focus on short term goals
Acknowledge emotions

Resistance

In the resistance stage, people need support. They need answers to the question: ‘what’s in it for me?’ A manager’s role in this stage is to discuss options, listen to concerns and help the individual plan out a journey through the change that works for them. Sometimes, we have to make tough choices, both as managers and as individuals.

Managers need to;

Continuous communication
Active listening
Stay positive
Identify and highlight opportunities
Celebrate successes
Delegate responsibilities
Call out behaviours

Exploration

In the exploration stage, people need direction. They are beginning to stop focusing on what they have lost. They start to let go, and accept the changes. They begin testing and exploring what the changes mean and how they must adapt. People need to be empowered to develop new ways of working that meet the change initiative benefits using their unique knowledge of how the system works currently.

Managers need to;

Maintain communications
Focus on actions
Look forward
Build on staff excitement
Get staff involved
Use positive staff

Commitment

Finally, in the commitment stage people need encouragement. We need to celebrate success, reward the desired new behaviours, and challenge any negative behaviours or people that revert to the ‘old way’ of doing things. We need to embed the new practices so they become the new normal – ‘how we do things round here’

Managers need to;

Celebrate success
Ask staff to share what they think of the change

Tips for communicating through change

Engagement and communication during a change initiative needs to be different to our day-to-day ways of providing information.

Tips	How
Develop a compelling story	Provide a context for the change Focus on why, why now, what and how •Appeal to the head and the heart
Keep it simple, keep it honest	Avoid jargon – use language the recipients will relate to Address concerns in an open and honest manner Be as transparent as possible about the reasons for decisions
Repeat, repeat, repeat	Continuously reinforce the message
Use many different channels to spread the message	Face-to-face is best – but follow up with written confirmation of details Use creative approaches – posters, videos etc
Seek feedback	Make sure there is plenty of opportunity for people to feedback Show you are listening