Understanding the Psychology of Change
This lesson deals with the challenging process of transitioning from co-worker to manager. The change from peer to manager often creates feelings of resentment, particularly where co-workers feel that they are more qualified for the position to which you have been appointed.
The transition can become even more challenging if co-workers are also your friends and neighbours. Understanding the psychology of change will help you to effectively manage the transition in a more intellectual and empathic way.
Lesson 1
The Psychology of Change
The Psychology of Change explains the emotions that people experience during a significant change and gives you an insight into what people may be thinking or feeling.
The Change Curve was first developed in the 1960s by Elizabeth Kubler-Ross to explain the process of grieving, which included experiencing emotions such as denial, anger, depression and acceptance. Since then, it has been widely utilized in the field of management to explain and predict the reactions that employees may have to significant change or upheaval in the organization and how it impacts on their commitment and performance.
The Change Curve
The organisational change curve model, seen below, is an adaptation of the original model. It explains that during significant organizational change, people experience a range of emotions depending on how the change will impact them individually.
These emotions include shock/denial, anger/fear, acceptance, and finally commitment.
Shock and Denial
In the first stages of shock and denial, people behave as if they are still in the past and typically ignore the change, sometimes even denying that they have received communication about the change. Although the reaction at this stage is temporary, it does have a negative impact on performance.
During this period people need time to adjust and will require more guidance and reassurance. As much information as possible about the reasons for the change should be communicated, as well as how it will benefit the team and organization.
Anger and Fear
Shock and denial is usually followed by anger and fear. People tend to feel suspicious and resentful, looking for someone or something to blame. They may become disruptive, demoralized or disengaged, demonstrating low energy and a lack of interest, particularly in activities associated with the change.
During this stage, it is important to carefully consider the impact that the change is having on individuals. This is the lowest point of the change management process and concerns should be addressed with clear communication, empathy and support. It is also important to take action, where appropriate, to minimize the problems that people may be experiencing.
Acceptance
Acceptance of the change is eventually achieved. People begin to slowly test and explore the changes and what it means for them. They will need time to adjust fully and help, support and training should be provided, where necessary.
This is the point at which the department/organization begins to emerge from the turmoil and is on its way to making a success of the change.
Commitment
Finally, people begin to feel committed to the change and the team/organization starts to become more efficient and productive.
Success should be celebrated and as everyone will respond to change in their own way, help and assistant should still be provided to some team members, depending on where they are on the curve.
Activity
Using your pen and notepad, write down a change that you have experienced at work.
Did you experience any of the emotions illustrated in the Change Curve?
Key Learning Points
- During significant organisational change, people experience a range of emotions; denial, anger, acceptance and commitment.
- Anger and fear is the lowest point on the Change Curve.
- During the change management process, people must be given empathy, support and time, to adjust to the change.
You have now completed Lesson 1. Click the button below to view Lesson 2.