Nadija is a multi-award-winning trauma and empowerment specialist and holds a double diploma in Hypnotherapy, Mind Coaching, and online therapy. She is also a Reiki master as well as a grief educator and trained with the international grief specialist and best-selling author David Kessler. Nadija is also an end of life doula.
Today, let’s talk about change and, more specifically, about change in the corporate world. Change is a constant and inevitable aspect of life, and even more so in the corporate world. As industries evolve, technological advancements surge, and market dynamics shift, businesses must adapt to stay competitive and relevant. However, as we know it, embracing change is not always easy. Despite the undeniable benefits of innovation and progress, many people find themselves instinctively resistant to change, holding to familiar routines and established practices, as this is not only their ‘comfort zone’, but their ‘safe zone’. What is familiar feels safe, even if it is not always for our higher good.
This natural resistance to change is deeply rooted in our human psyche. It is an inherent part of our survival instinct, an evolutionary trait designed to keep us safe from the unknown and unpredictable. Our brains are wired to favour stability and familiarity because, historically, these qualities have increased our chances of survival. This aversion to change is not a sign of weakness or inadequacy; rather, it is a fundamental aspect of being human.
In the corporate environment, this resistance can manifest in various forms—fear of the unknown, apprehension about new technologies, and concern over job security. These feelings are valid and deserve empathy and understanding. Acknowledging this resistance is the first step towards overcoming it. By creating and maintaining a supportive and empowering environment, leaders can help their teams navigate through change with confidence and resilience, leading to more fulfilled team members.
It is important to remember that while change can be challenging, it also presents unparalleled opportunities for growth, innovation, and success. When we choose to embrace change, we open ourselves up to new possibilities, fresh perspectives, and transformative experiences. As professionals, we have the power to turn resistance into resilience, and apprehension into action.
It is possible to transform the corporate landscape, fostering a culture of adaptability, innovation, and continuous improvement. Let's embark on this journey of change with empathy, motivation, and empowerment, unlocking our full potential and paving the way for a brighter future.
In this article, we will explore Elisabeth Kübler-Ross’ five stages of grief and Change Curve as well as the reasons behind our resistance to change and provide strategies to help individuals and organizations navigate through these transitions effectively. By understanding the psychology behind our resistance, we can better equip ourselves to embrace change with a positive and proactive mindset.
Organizational change often disrupts the ‘routine’ the workforce was used to and triggers different emotional responses from employees, often resulting in internal resistance to change and potentially harming the success rate of change projects.
Organizations can anticipate negative responses and support employees through transitional periods by leveraging the Kübler-Ross’ Change Curve.
The Change Curve is a popular change management model that breaks down projects into stages of personal transition. It provides guidance and performance support to help predict negative reactions and overcome adoption and acceptance barriers.
In this article, we will break down the five stages of grief and the Change Curve, explore its five stages, how to limit the impact of change projects, and how you can apply learnings from the Change Curve model to your upcoming initiatives.
What is the change curve?
Change is an inevitable part of the corporate world, yet it often brings about a range of emotional responses similar to those experienced during the loss of a loved one. The Kübler-Ross Change Curve, originally developed by the Swiss American psychiatrist Elisabeth Kübler-Ross in 1969 to describe the stages of grief, has been widely adapted to understand how individuals cope with change in various aspects of life, including the workplace. By examining the five stages of grief—Denial, Anger, Bargaining, Depression, and Acceptance—we can gain valuable insights into managing and supporting employees through organizational changes. This understanding is crucial, as the way change is handled can significantly impact the overall health and productivity of the workforce.
The 5 stages of grief and change
1. Denial
In the initial stage of denial, employees might struggle to accept the reality of the impending change. This is a natural defence mechanism where the mind tries to protect itself from the shock and stress of the situation. In a corporate setting, denial might manifest as employees ignoring new directives, clinging to old processes, or simply refusing to acknowledge that a change is occurring.
Real-life scenario: Imagine a company announcing a merger with a competitor. Employees might continue working as if nothing has changed, avoiding discussions about the merger or dismissing its potential impact on their roles.
"Change is hard at first, messy in the middle, and gorgeous at the end." – Robin Sharma
2. Anger
As denial fades, it often gives way to anger. Employees might feel frustration, resentment, or hostility towards the change. This anger can stem from a fear of the unknown, perceived threats to job security, or disruptions to their daily routines.
Real-life scenario: Following the announcement of a major organizational restructuring, employees might express their anger through complaints about management, decreased cooperation, or open defiance of new policies and procedures.
"Every change brings discomfort, but if we embrace it, it becomes a bridge to a brighter future." –Unknown
3. Bargaining
In the bargaining stage, employees start negotiating to delay or alter the change. They might propose compromises, seek to retain certain elements of the old way, or attempt to influence the outcome in ways that make the transition more palatable.
Real-life scenario: During a shift to a new technology platform, employees might negotiate to keep some features of the old system, request additional training, or ask for extended deadlines to adapt to the new processes.
4. Depression
When bargaining proves futile, depression can set in. This stage is characterized by feelings of sadness, hopelessness, and a sense of loss. Employees might experience a decline in morale, productivity, and engagement as they grapple with the full implications of the change.
Real-life scenario: After realizing that a beloved team leader will be leaving due to a company reorganization, employees might feel demotivated, withdraw from social interactions, and exhibit a noticeable drop in their work performance and even show defiance.
5. Acceptance
Eventually, acceptance emerges. Employees begin to acknowledge the reality of the change and start to find ways to move forward. They might embrace new opportunities, develop a positive outlook, and actively participate in the transition process.
Real-life scenario: After months of adapting to a remote work model, employees begin to appreciate the flexibility it offers, integrate new tools into their daily routines, and find innovative ways to maintain productivity and team cohesion.
"The measure of intelligence is the ability to change." –Albert Einstein
The impact of change on the workforce
Change can have a profound impact on the workforce. It can disrupt established workflows, create uncertainty, and challenge employees' sense of stability, security and personal safety. When poorly managed, change can lead to increased stress, decreased job satisfaction, and higher turnover rates. Conversely, well-managed change can foster resilience, increased team motivation, innovation, and a stronger organizational culture.
Just as it is crucial to support individuals grieving the loss of a loved one, it is essential to provide adequate support for employees navigating workplace change. This involves clear communication, empathetic leadership, and resources to help employees adjust to new realities.
Managing change with compassion and empathy
Communication
Transparent and frequent communication is key to managing change effectively. Employees need to understand the reasons behind the change, its benefits, and how it will be implemented. Regular updates and open forums for questions can help alleviate fears and build trust.
Empathetic leadership
Leaders play a vital role in guiding their teams through change. By demonstrating empathy, actively listening to concerns, and addressing emotional responses, leaders can create a supportive environment that encourages acceptance and adaptation.
Resources and support
Providing resources such as training programs, counselling and support services, and peer support groups can help employees cope with the emotional and practical aspects of change. These resources signal that the organization values its employees' well-being and is committed to their success. These resources show that the company cares for the workforce.
Real-life scenario: A tech company undergoing a major software upgrade could offer comprehensive training sessions, one-on-one coaching, and a dedicated helpline to address any issues employees encounter during the transition.
Final words
Change in the corporate world can be as challenging and emotionally taxing as grieving the loss of a loved one. By recognizing the stages of grief—Denial, Anger, Bargaining, Depression, and Acceptance—and applying the Kübler-Ross Change Curve to the workplace, organizations can better understand and support their employees through transitions. Compassionate leadership, clear communication, and robust support systems are essential to helping employees navigate change and emerge stronger and more resilient. As we embrace change with empathy and understanding, we pave the way for a more adaptable and innovative future.
"In the midst of change, we discover wings we never knew we had." –Unknown
Nadija Bajrami, Strategic Hypnotherapist, Mind Coach
French by birth, Nadija lived in Scotland for 7 years and travelled the world. After recovering from some serious health issues, Nadija had a wake-up call and came to Ireland to find her path. She has been living in Dublin since 2017. Nadija is working mostly online worldwide and shares her time between Ireland, France, and Switzerland.
Nadija is a multi-award-winning trauma and empowerment specialist and holds a double diploma in Hypnotherapy, Mind Coaching, and online therapy. She is also a Reiki master as well as a grief educator and trained with the international grief specialist and best-selling author David Kessler. Nadija is also an end of life doula.
She is dedicated to helping her clients get empowered, supercharge their confidence and self-esteem, overcome their limiting beliefs as well as manage anxiety, and trauma responses. She also helps people on their grief and healing journey through her therapy, coaching, grief education and support programmes and spiritual work.
