You might not think so, but there’s a lot of theory that goes into HR. It’s the science of understanding and managing people and processes, which means we need a good understanding of psychology to be successful. Just one of the models we use is something called the Kubler-Ross model, which is all about change and transition. It’s essential knowledge when hiring new employees or when employees change roles or when your business is going through restructure or any type of change, and we want to share some of it with you today.
Dealing With Change
As people, we struggle with change. Even if you embrace it, deep down there’s a psychological drive to avoid change where possible. That’s the primitive part of your brain – the one that thinks you’re a caveman and wants to stop you from eating new berries in case they kill you.
That’s not really an issue in the modern world, but our brain has held onto those processes for thousands of years. Which means that when we go through a period of change, we go through a process to get past that primitive programming. Think about the last time you changed jobs, moved house, or even switched service provider. What were some of the thoughts and emotions you went through? You probably started by denying that there was a problem, putting off dealing with the issue until you absolutely had to. Then you might have been sad and regretted your decision, or even angry at the situation, or the solution to it. But after a while you start to accept it, and move forward with this new normal.
All of that is completely normal for anyone going through a change, and then a transition in their life. And what bigger transition is there than starting a new job? That’s where the Kubler-Ross Model comes in. Also known as the Transition Curve, it’s a model to help us understand the psychological journey undertaken at a time of change.
But why is all of this relevant? Well, it’s because when an employee starts a new job, it is a period of great change for both the employee and the employer. It might not be a business restructure or a drastic change for the business, but for a new employee it is a life-changing time, and they are going to go through this cycle with their new role.
What Is The Kubler-Ross Model?
In 1960, a woman called Elisabeth Kubler-Ross developed a theory to explain the grieving process. You might be familiar with it as ‘the stages of grief.’ Kubler-Ross’s 5 stages – denial, anger, bargaining, depression and acceptance – have been adapted in many different ways over the years, and this general model has since been widely used as a method that can help us understand reactions to change.
In fact, in the 1980s the Change Curve (as it had become known) was a firm fixture in change management circles, despite being seldom implemented. The curve, and its associated emotions, can be used to predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change. Every iteration is consistent in following the same core emotions, which are often grouped into 3 distinct transitional stages.
Stage 1 – Shock And Denial
The first reaction to change is often shock. This initial shock, while frequently short-lived, can result in a temporary slowdown and loss of productivity. Performance tends to dip, and individuals who are normally clear and decisive may seek more guidance and reassurance. This shock is often due to:
- Lack of information
- Fear of the unknown
- Fear of looking stupid or doing something wrong
As a response to shock, it’s common for individuals to then experience denial. Here, the focus tends to remain firmly in the past and how things used to be. There is likely to be a sentiment of ‘everything was ok before’. This is also felt in response to reality not meeting expectations and/or a response to circumstances that fall short of what was expected. Other common feelings include:
- A desire to return to the comfort of the prior status quo
- Feeling threatened
- Fear of failure
Individuals who have not experienced significant change before may be particularly affected at this stage, and it’s common for those affected in this way to convince themselves that the change won’t happen, or that if it does, it won’t affect them. Performance often returns to the levels seen before the dip experienced during the initial shock. They then tend to carry on as they always have, and may deny having received communication about the changes, or make excuses to avoid taking part in forward planning.
Stage 2 – Anger And Depression
After the feelings of shock and denial have been processed, the next stage is anger, and this can be difficult for a business manager to deal with. Focussing the blame on someone or something allows a continuation of the denial by providing another focus for the fears and anxieties that the change is causing. Common feelings include:
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- Suspicion
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- Scepticism
- Frustration
The lowest point of the Change Curve comes when anger wears off, and the realisation that the change is genuine hits. This is when morale is at its lowest, when self-doubt is present and anxiety levels peak. Feelings during this stage can be hard to express. This period can also be associated with:
- Apathy
- Isolation
- Remoteness
At this point, performance is at its lowest. Individuals may continue to perform tasks in the same way as before, even if this is no longer what’s required. Some people will be reassured that they are experiencing the same feelings as others, and this is when providing managers, teams and individuals with information about the Change Curve is valuable, as it underlines that the emotions are shared. From here they can help develop a more stable platform to move into the final stage.
Stage 3 – Acceptance And Integration
This phase brings a more optimistic and enthusiastic attitude. Individuals accept that change is inevitable and begin to work with the changes rather than against them. Now come thoughts of:
- Exciting new opportunities
- Relief that the change has been survived
- Impatience for the change to be complete
The final steps involve integration. The focus is firmly on the future and there is a sense that real progress can be made. By the time everyone reaches this stage, the changed situation has firmly replaced the old and become the new status quo. This involves feelings of:
- Acceptance
- Hope
- Trust
During the early part of this stage, energy and productivity may remain low. However, the new attitude will be one of discovery. It brings questions about possibilities and opportunities.
This theory has been generally accepted as the standard for workplace transition theory. We believe that theory can be further explored where other changes happen outside of the job transition process, for example, a new job can also create new travel arrangements, bring new people and it may include new childcare arrangements or a house move. All in all, it’s a lot to handle at once, and so you as an employer need to understand what your employees are going through.
As a people leader, if you understand how you feel when going through change it will help you recognise how your staff are feeling. If you’re facing some issues with new employees, or your business is going through a period of change and would like some guidance, please get in touch with the team today to book your free, no-obligation consultation.