Managing resistances to change: the change curve Tutorial

Navigating the complexities of change is a challenge every leader faces. In "Managing Resistances to Change: The Change Curve," discover how to effectively guide your team through the seven emotional stages of change, from denial to acceptance. Learn actionable strategies to minimize resistance and empower your workforce during transitions. Don't let change overwhelm you—watch now to master the change curve and enhance your leadership skills!

11:09
3 views

Selected for you
New

Available in SoftSkills

00:00:08

Resistance to change is an integral part of the change process.

00:00:12

There is no impactful change without resistance.

00:00:16

Change,

00:00:17

especially unwanted change,

00:00:19

is akin to grief.

00:00:20

We leave.

00:00:21

We lose one state,

00:00:23

whether it is a move,

00:00:24

a change of leader,

00:00:25

a change of tool,

00:00:26

or of organization

00:00:28

before finding another.

00:00:29

The Swiss American psychiatrist Elisabeth Kubler Rose observed and

00:00:35

formalized the different stages of the mourning process.

00:00:38

Here is the curve,

00:00:40

the stages of change adapted to companies.

00:00:44

There are two axes a time axis and an efficiency axis,

00:00:50

proving that change takes time

00:00:53

and that efficiency can be impaired.

00:00:56

The change consists of going from point A to point B.

00:01:01

On the curve,

00:01:02

we can see that point B is higher than A

00:01:05

because the objective of the change is to achieve a better situation.

00:01:09

Often

00:01:10

in the mind of the author or the leader of the change,

00:01:14

one must go in a straight line from A to B.

00:01:17

A being today,

00:01:19

B being tomorrow.

00:01:20

In practice it's rarely like that.

00:01:23

When a change is announced,

00:01:25

people are propelled to one of the stages of change on the curve.

00:01:31

It is rare that change is welcomed without fear or dread.

00:01:36

When the change is announced,

00:01:38

there is a feeling of discomfort,

00:01:40

and this is completely normal.

00:01:42

As a manager,

00:01:43

don't feel guilty about being uncomfortable or

00:01:46

seeing that your employees are uncomfortable.

00:01:49

Step one of the curve denial.

00:01:52

The change is announced.

00:01:53

It is a shock.

00:01:55

A mechanism of rejection sets in.

00:01:58

We tend to minimize it.

00:02:00

It won't happen or it won't happen now,

00:02:03

so as I don't want to know about it.

00:02:05

I'm not concerned.

00:02:07

It won't change anything for me.

00:02:09

At this stage of denial.

00:02:11

Employees don't even want to see point B.

00:02:14

Stage 2,

00:02:15

anger.

00:02:17

Once the information is heard,

00:02:19

the information that a will no longer exist.

00:02:22

We keep protecting ourselves but through anger,

00:02:26

often accompanied or even preceded by fear.

00:02:30

It is good news to be in this phase.

00:02:33

It is a sign that there has been a breakthrough after the denial.

00:02:37

Anger can manifest itself in the form of argumentation.

00:02:42

It's nonsense.

00:02:43

It's not going to work.

00:02:44

I'm warning you,

00:02:45

if we do this,

00:02:46

this is what will happen.

00:02:48

Threats.

00:02:49

Anger can be cold and manifest itself through sluggishness.

00:02:54

I'll see your note when I have time,

00:02:56

or oh yes,

00:02:57

I'm going to have to do that at some point.

00:03:00

They're gritting their teeth.

00:03:02

Nothing is happening.

00:03:04

Anger

00:03:05

can also take the form of revolt,

00:03:07

calling for strike,

00:03:09

holding the director hostage,

00:03:10

or sabotage

00:03:12

by going against the company's interest,

00:03:15

sometimes in the form of expert zeal,

00:03:18

experts telling you,

00:03:19

I did as you told me and you see it's not working.

00:03:23

Step 3

00:03:24

bargaining.

00:03:25

As the information of change makes its way,

00:03:28

we often begin to haggle internally with ourselves.

00:03:32

If I keep my job,

00:03:33

I promise myself to be more invested.

00:03:36

If our department moves,

00:03:38

then I will resign.

00:03:40

If management doesn't force us to change tools,

00:03:42

I promise to.

00:03:44

If I get a 10% rise,

00:03:46

then I will agree to.

00:03:48

If you do not lay off any employees,

00:03:50

then we will sign the agreement.

00:03:52

Bargaining with oneself or with others does not always work.

00:03:57

Step 4,

00:03:58

sadness or exhaustion.

00:04:01

After resisting through denial.

00:04:03

Anger and bargaining and getting what you

00:04:06

could from it comes exhaustion or sadness.

00:04:09

There is no more energy to resist.

00:04:11

It has been burned out in the previous phases.

00:04:14

The news of change is there inescapable,

00:04:17

and it must be accepted.

00:04:19

The loss of a of the old,

00:04:22

whether it is a position,

00:04:23

an organization,

00:04:24

a team,

00:04:25

or habits,

00:04:26

is irreconcilable.

00:04:28

There is no point in fighting anymore.

00:04:31

This phase is characterized by low energy,

00:04:34

disengagement,

00:04:35

withdrawal,

00:04:36

like a wounded animal that needs to regain its strength before continuing.

00:04:41

In this phase there could be some tears or sick leaves or even depression.

00:04:46

Teens feel abandoned and misunderstood by management.

00:04:50

Work efficiency is low,

00:04:52

not necessarily due to a lack of work ethic,

00:04:55

but mainly due to a lack of momentum.

00:04:58

Step 5,

00:05:00

resignation,

00:05:01

choice.

00:05:02

We have understood we must go towards B

00:05:06

even if we don't like the idea,

00:05:08

and we don't know how to get there.

00:05:10

At the end of this phase,

00:05:12

the choice is made.

00:05:14

OK,

00:05:14

the change will take place in the company or the department.

00:05:17

What do I do?

00:05:19

Should I tag along or not?

00:05:21

Should I take part or not?

00:05:23

Choosing B means giving up A.

00:05:27

During this phase,

00:05:29

there is almost no more emotion.

00:05:31

Fear,

00:05:32

anger,

00:05:32

sadness are behind us.

00:05:35

The choice can be made rationally.

00:05:37

There will also be those who choose to resign or try or risk to get fired.

00:05:43

Either they may accumulate work days off or they are present without being present.

00:05:48

They cultivate anger or sadness.

00:05:51

There's no place for them in this new organization that does not no longer fit them.

00:05:57

They step down.

00:05:59

Step 6,

00:06:00

acceptance.

00:06:01

There are those who accept to look towards me,

00:06:05

who give up their old comfort,

00:06:06

who let go of the past.

00:06:09

To choose is to renounce.

00:06:11

They can still work with nostalgia for the past,

00:06:14

but this does not prevent them from acting.

00:06:17

In a way this is where the morning really happens.

00:06:20

A certain serenity is established

00:06:22

and the energy to act begins to return.

00:06:25

The emotional phase is behind us.

00:06:28

We can now be more rational.

00:06:30

Step 7,

00:06:32

discovery of meaning,

00:06:33

integration.

00:06:35

It's only at this stage that performance improves again.

00:06:39

The change starts making sense.

00:06:41

We really try to understand it.

00:06:43

We start looking for information,

00:06:46

not to be reassured,

00:06:47

but to know how to build

00:06:49

if the merger,

00:06:50

for example,

00:06:51

leads to the elimination of your position.

00:06:53

The way you go looking for information to find another

00:06:56

job in the company will be much more constructive,

00:07:00

whereas before,

00:07:01

nothing seemed to fit in job descriptions,

00:07:04

you will start to pick up some things.

00:07:06

You're getting into a condition

00:07:08

where you can imagine the new organization,

00:07:11

what B might look like in your job,

00:07:14

organization or department.

00:07:16

You start to draw an action plan in your head.

00:07:18

Maybe it's going to be like this or like that.

00:07:21

Then you move on to the next steps into action.

00:07:25

You start experimenting with the knowledge that

00:07:28

not all actions are always effective.

00:07:31

No one knows the recipes.

00:07:33

It's all about taking initiative and testing.

00:07:37

You really commit yourself right down to the result.

00:07:40

You adopt good habits until you reach success.

00:07:44

You now know the curve of change with its seven stages,

00:07:48

denial,

00:07:50

anger mixed with fear,

00:07:52

bargaining,

00:07:53

exhaustion or sadness,

00:07:55

acceptance,

00:07:55

integration and action.

00:07:58

How can you support your teams through all these phases of change?

00:08:03

Here is some management advice according to the following phase breakdown.

00:08:08

Phase 1,

00:08:09

denial,

00:08:10

anger,

00:08:11

fear.

00:08:12

Phase 2,

00:08:13

bargaining,

00:08:14

exhaustion,

00:08:15

sadness.

00:08:17

Phase 3,

00:08:18

acceptance and integration.

00:08:20

Phase 4,

00:08:21

action

00:08:22

to help get past phase 1.

00:08:25

You will need to inform,

00:08:27

repeat the message,

00:08:28

clearly present the change why it is necessary and urgent,

00:08:33

and what will remain unchanged.

00:08:35

Encourage the expression and sharing of words and emotions with empathy

00:08:41

without trying to be reassuring,

00:08:43

which is useless at this stage where emotion must come out

00:08:47

in this second phase of reassessment,

00:08:50

the priority is to accompany.

00:08:52

Continue to communicate about the change.

00:08:55

Encourage exchanges,

00:08:57

reflect together on the conditions of successful change

00:09:01

and on the vision of the future.

00:09:03

Value the right behavior.

00:09:06

Individually accompany the most resistant employees.

00:09:09

Stay focused without rush.

00:09:12

In this third phase of remobilization,

00:09:15

the priority is to encourage,

00:09:17

to valorize,

00:09:18

congratulate the initiatives that go in the right direction.

00:09:22

Continue to move forward through collective sharing,

00:09:26

guide the reflection of the construction of the common project,

00:09:30

the shared vision.

00:09:32

Remain flexible and accept that everything is not perfect at first glance.

00:09:37

Test and learn

00:09:39

in this phase 4 of re-engagement.

00:09:42

The priority is to acknowledge and give meaning.

00:09:46

Start looking at what has been accomplished and the goals achieved.

00:09:51

Don't turn the page of change too quickly.

00:09:55

Capitalize on successes and encourage

00:09:57

your teams towards continuous improvement.

00:10:01

As a conclusion to this change curve explanation,

00:10:05

there is no change without the people.

00:10:07

Be attentive to their natural resistances.

00:10:10

They resist it because they are losing something

00:10:13

or they think they are losing something.

00:10:16

There is mourning to be done.

00:10:17

Do not wage war against this resistance to change.

00:10:21

Accompany people through the process.

00:10:24

And avoid the Tarzan jump of wanting to go directly from point A to point B

00:10:30

with a hyperpo discourse and a refusal for resistances and emotions.

00:10:35

Indeed,

00:10:36

if the change is important,

00:10:38

you and your team risk going back down the backslide

00:10:42

or even taking everyone with you on a burnout.

00:10:45

Going through all the stages is normal.

00:10:48

These stages are more or less long for everyone.

00:10:52

Sometimes you might go back to a previous stage.

00:10:55

Entering the next stage is always good news.

00:10:58

If an employee comes into my office angry and leaves in sadness,

00:11:02

the meeting has been successful.

00:11:04

I will then have to accompany them through the next step.

Mandarine AI: WHAT YOU SHOULD KNOW