Managing change in the workplace is an inevitable part of any organization’s growth and evolution. Whether it’s a new policy, a shift in leadership, or a restructured team, change can be unsettling for most employees. As a manager, your role is crucial in effectively guiding your team through change, ensuring they feel supported and capable of adapting to new circumstances. It’s a vital skill any leader should develop.
When managed well, change can lead to growth, innovation, and a stronger team. However, when mishandled, it can result in resistance, decreased morale, and a decline in productivity. Understanding the emotional and psychological responses to change is the first step in helping your team embrace it.
In this guide, I’ll explore how managers can learn to manage change in the workplace and help their teams navigate change by understanding the psychological process behind it. I’ll also offer insights into the different stages of the Kübler-Ross Change Curve® and how you, as a manager, can support your team through each phase.
Understanding the Kübler-Ross Change Curve®
The Kübler-Ross Change Curve® is a model that outlines the stages people typically go through when faced with significant change. Originally developed to describe the process of grieving, it has been adapted to apply to managing change in the workplace.
The formal model includes stages like shock, denial, frustration, and integration. However, for practical purposes, I’ll focus on a simplified version of the curve that includes four key stages: Denial, Resistance, Exploration, and Commitment.
It’s important to remember that these stages are not linear. In the “textbook” model, a person moves from denial to resistance, to exploration, and then commitment. However, with people being people, all kinds of variations can happen. Employees might move back and forth between stages, experience multiple stages simultaneously, or skip stages entirely. This variability is normal and should be expected in any change process.
Let’s examine more deeply what people experience at each stage, and why, and what managers can do to manage change in the workplace.
Stage 1: Denial
Symptoms of Denial
When employees are in the denial stage, they often struggle to acknowledge that change is happening. Common signs include:
- Deny the change will happen.
- Feel shock or numbness.
- Focus on the past.
- Feel a lack of interest and commitment.
- Ignore the impact. Withdraw from the group.
- Lash out, attack, or blame.
- Experience physical and emotional upsets.
Why denial happens
Denial often stems from a fear of the unknown:
- They don’t see (or want to see) what is happening.
- They don’t know or like how the change will impact them.
- They lack information.
- They have an inherent dislike of moving from the familiar to the unknown.
What you as a manager should do
- Clarify that change has occurred.
- Help people to see that denial is normal.
- Clarify what has changed and why, as well as the likely implications for each employee.
- Explain what to expect.
- Schedule time to talk and plan.
- Allow emotions to be expressed, acknowledged, and validated.
- Encourage people to take a break to try to gain some perspective.
- Communicate!
Stage 2: Resistance
Symptoms of Resistance
Resistance is the most challenging stage to manage. Employees might:
- Turn focus inward.
- Let the change impact productivity and results (sometimes significantly).
- Remain silent or change the subject, especially when comments are expected.
- Give lip service but no commitment.
- Experience stress or anxiety.
- Anger easily and exhibit little tolerance for others.
- Experience depression.
Why resistance happens
- They lack effective motivation or incentive to change.
- They feel a lack of confidence in management and that the change will work.
- They are concerned about their ability to handle the challenges the change brings.
What you as a manager should do
- Communicate!
- Uncover concerns, feelings, and misperceptions.
- Allow people to vent. Ask what would help.
- Offer realistic support and encouragement.
- Re-clarify goals.
Stage 3: Exploration
Symptoms of exploration
Once past resistance, employees often enter a stage of exploration characterized by the following:
- Regroup.
- Focus on the future.
- Generate new ideas and approaches.
- Create some chaos. Feel lots of energy but lack focus.
- Have lots of new ideas (often too many!).
- Feel some uncertainty. Experience stress.
Why exploration happens
- They successfully navigated through Denial and Resistance.
- They appreciate the potential benefits of the change.
- They understand the new opportunities and options.
What you as a manager should do
- Harness and focus energy and enthusiasm.
- Employ a hands-on, directive management style.
- Watch for people who appear to be exploring but are, in reality, only complying.
- Focus on priorities and projects underway.
- Set short-term goals.
- Conduct brainstorming, visioning, and planning sessions.
- Continue providing information.
- Begin training activities.
Stage 4: Commitment
Symptoms of Commitment
In the final stage, employees who have successfully navigated through the earlier phases will:
- Let go of the past.
- Re-create mission and vision.
- Build plans.
- Commit to making it work.
- Show positive energy and improved focus.
- Exhibit readiness to plan.
- Experience reduced stress.
Why commitment happens
- They recognize the benefits.
- They feel like part of the team again.
- They experience satisfaction again.
- They enjoy the challenge.
What you as a manager should do
- Utilize supportive management techniques.
- Set new goals and create a sense of urgency to complete those goals.
- Create opportunities for short-term wins based on previous short-term goals.
- Encourage your people and let them run with it.
- Manage performance.
- Recognize and reward performance, especially new behaviors.
- Be flexible and available.
- Celebrate success!
Best Practices for Managing Change in the Workplace
Listen, listen, listen, and communicate! Managing resistance requires patience, understanding, and a commitment to communication. Remember to:
- Listen actively: Encourage your team members to express their concerns and listen without judgment.
- Clarify and reassure: Clearly explain what is ending and what is not, and provide realistic reassurances about the future.
- Provide resources: Offer the tools and support your team needs to manage change in the workplace successfully.
Effective communication is the cornerstone of successfully managing change in the workplace. When communicating with your team about change, make sure to address the following:
- What is the change?
- Why is it being done?
- What is the expected impact?
- What are the expectations?
- What are the benefits and drawbacks?
- What is the process and timeline?
- What should team members do now?
- When will more information be available?
That’s a long list, but the more you cover, the more reassured your team will be and the more productive they will be during and after the change.
Managing change in the workplace is a complex but essential task for any manager. By understanding the emotional journey your team members go through and providing the right support at each stage, you can help them not only survive but thrive through change.
Remember to communicate openly, offer support, and celebrate successes along the way. With these strategies, you’ll be well-equipped to lead your team through any transition, ensuring a positive outcome for both your employees and your organization.