A model of personal responses to change by Elizabeth Kubler-Ross

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Presentation transcript:

A model of personal responses to change by Elizabeth Kubler-Ross Resistance/ Anger Acceptance/ commitment Active Receive "bad" news Shock Bargaining Emotional Response Denial Depression Passive Time

TRANSITION GRID – TYPICAL RESPONSES Denial Deny the existence of a change/problem Withdrawal/ Ignoring Business as usual Attention turned to the past Activity but not much achieved Non-communicative Fragmented team Loss of perceived control Feelings of uncertainty/lack clarity Commitment Offering support/help/co-operation Champions and change agents Accepting responsibility Providing action plans Potential idealism Sincere effort/initiative Start to work together Co-ordination of efforts Challenges Proactiveness/enthusiasm/motivated

TRANSITION GRID – TYPICAL RESPONSES Resistance Anger Blame (management, organization, systems) Negative statements Anxiety Depression Downing of tools “Whatever” Stubbornness Poor focus Exploration Raising new issues/concerns Brainstorming/many alternatives Curiosity/energy/enthusiasm/questions What’s in it for me? Models/conceptualising Try and control with my way of thinking Ideas but lack of coherence “What if?” Confusion/chaos Arguments

Denial Individuals who stay in denial too long may vary: The problem has corrected itself .. it will be over soon. Exhibits apathy and numbness. Rationalise change away. Feelings of uncertainty/lack clarity You may coach this individual by: Reviewing the business analysis and business case findings. Emphasise change will happen. Allow time to let things sink in.

Anger Individuals angry about the change may: Sabotage the change efforts. Play shoot the messenger. Withdraw from the team. You may coach the individual by: Acknowledging legitimacy of anger. Distinguishing between feelings and inappropriate behaviour. Redirecting the blame from the change agent to the real reasons necessitating change.

Bargaining An individual may bargain with you by: Cutting a deal to spare them. Being a "killer concern generator" to redirect problem solving. You may coach the individual by: Focusing on how the individual or their area will benefit from the change. Keep problem solving focused on the root cause.

Depression An individual depressed about change may: Express a loss of control over the work environment Increase absenteeism You may coach the individual by: Providing a series of specific next steps (supportive counselling) and following up frequently Reinforcing positive actions the individual takes

Acceptance/Commitment Signs of individuals accepting change include: Expressing ownership for solutions Being focused on achieving benefits You may encourage acceptance by: Providing recognition for their efforts Utilising the individual as a coach or mentor for others

Dealing With Resistance The past is gone; the present is full of confusion; and the future scares the hell out of me! — David L. Stein