A model of personal responses to change by Elizabeth Kubler-Ross

1. A model of personal responses to change by Elizabeth Kubler-Ross Acceptance/ commitment Resistance/ Anger 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