Change is an unavoidable part of running a successful business, and it can be met with resistance in organizations. To ensure successful change initiatives, it is essential to understand the four stages of change management. The Kubler-Ross change curve provides a framework for mapping the emotions that people are likely to experience during different stages of the change management process. The four stages of change management are shock, anger, acceptance and commitment.
People's initial reaction to change is likely to be shock or denial, as they struggle to accept that the change is happening. It is important to approach this first stage with recognition and communication. Let people know that you understand their feelings and that you are committed to communicating with them frequently and openly. Take the time to answer any questions that come up and make sure they know where to go for more information if they need it.
When people have information, they'll understand what's happening and feel less threatened. Once reality sets in, many people react with negativity, a response that is based on fear. People's first instinctive thought is: What will happen to me? This is a normal reaction, but it can make it difficult to accept the change. Some will mistakenly fear negative consequences, and others will correctly identify real threats to their position. Manage fear by allowing people to express their feelings and concerns and giving them opportunities to vent their anger. The reactions are personal and, sometimes, emotional; listen and observe carefully so that you can respond to the most apprehensive people on your team.
Once the fears are expressed and understood, people begin to calm down and accept the situation. This is the tipping point: the initiative for change may be out of danger, but people will continue to test the limits and explore what it means. Support people and establish a good foundation for this stage by ensuring that people are well trained and have an early opportunity to experience the changes they will bring with them. Productivity may drop a little right now as people start testing the waters. Leading change management from within leadership management is essential at this stage.
Let staff know that the change will happen and why it's needed, and start exploring the reasons why the change is necessary and what the consequences could be if it isn't completed. Getting this initial buy-in from employees who will help implement the change can eliminate friction and resistance later on. During the implementation process, change managers should focus on empowering their employees to take the necessary steps to achieve the objectives of the initiative and celebrate any short-term achievements. Approximately 50 percent of all organizational change initiatives are unsuccessful, which highlights why knowing how to plan, coordinate and carry out change is a valuable skill for both managers and business leaders. Employing a team of change advocates at various levels of the organization, rather than simply having top-down conversations, can be a crucial and effective part of your change management strategy. Change is characterized by four stages of change management, which we all face when changes arrive. Understanding these stages can help organizations successfully navigate through any changes they may face in order to achieve their objectives.