Examining the Flaws of the Change Curve in Workplace Dynamics

Understanding workplace dynamics during periods of change often involves various models designed to guide emotional responses. One such model, known as the change curve, draws its roots from the “five stages of grief” framework developed by psychiatrist Elisabeth Kübler-Ross in the 1960s. While the change curve has gained traction among change management consultants, its application in organizational contexts raises significant concerns.

The change curve suggests that individuals transition through stages of emotional response, from denial to acceptance, as they navigate workplace changes. Although its origins in Kübler-Ross’s work aimed to facilitate discussions around death, the adaptation of this model to organizational change lacks empirical support. According to the Kübler-Ross Foundation, her original research was not designed as a scientific study, but rather as a means to address the taboo nature of discussing death in American society.

Problems with the Change Curve Model

The evolution of the change curve presents several issues that warrant attention. Firstly, it operates with little scientific backing. Change management practitioners often overlook the nuances of Kübler-Ross’s findings, which indicated that emotional responses are neither universal nor linear. Her interviews revealed that patients often exhibited multiple stages concurrently, challenging the notion of a predictable psychological journey during organizational changes.

Another concern arises from the model’s tendency to “psychologise” employee resistance. The change curve may label employees’ legitimate concerns about proposed changes—stemming from their experience and knowledge—as mere denial. This misinterpretation can diminish the validity of their perspectives and potentially foster cynicism towards management.

Additionally, employing a model rooted in coping with death to interpret workplace change can be problematic. Unlike death, which is unavoidable, employees can choose to resist organizational changes. The change curve promotes the idea that acceptance is the only valid response, disregarding the complexities of individual choices in the workplace.

Valuable Lessons from Kübler-Ross’s Work

Despite the shortcomings of the change curve, there are important lessons to glean from Kübler-Ross’s original work. She emphasized the necessity for professionals, particularly in healthcare, to listen to patients and validate their thoughts and feelings. This principle is equally applicable to change management.

Research conducted by psychologists Lester Coch and John French in 1948 supports this notion, revealing that employee involvement in the design and implementation of changes significantly enhances the likelihood of success. Unfortunately, this critical element is often neglected by proponents of the change curve today.

In light of these insights, organizations might benefit from re-evaluating their approach to change management. By prioritizing employee involvement and addressing their concerns as valid viewpoints rather than emotional reactions to overcome, organizations can foster a more collaborative environment. This shift may ultimately lead to more effective change programs and improved workplace dynamics.