1. 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

2. 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

3. 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

4. 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.

5. 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.

6. 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.

7. 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

8. 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

9. 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