Understanding Change
What happens when we’re hit by change
We all understand that being alive means change. All of nature has seasons. Leaves die and fall from trees to form life-giving compost. New leaves and flowers emerge in spring. We age and change. However, we also know there is a big difference between change that happens gradually and is understood, compared to change that comes “out of the blue” or is imposed upon us.
The ©Change Wheel below was developed as a core resource for a training course on change management that we ran for many years. It is built upon the work of Khubler-Ross, Bridges, Satir (each described below) and others. See also Leading and Managing Change
The Change Wheel summarizes various stages of experience that we all have when Change happens. The strength of each stage is affected by whether we choose the change or unexpected and / or undesired change happens to us.
In practice, we don’t neatly move through each stage… it’s more like the wheel rocks backwards and forwards as we seek to manage our feelings and deal with the change. Healing does not mean that we forget. “Closure” does not mean that scars go away… it is more like we expand and encompass the loss….hopefully we are able to move forward with some deeper wisdom.
Groups, communities and organisations similarly experience such reactions to change and transitions.
The Kübler-Ross Change Curve
The Kübler-Ross Change Curve (adapted from Elisabeth Kübler-Ross’s work on grief in the 1969 book On Death and Dying) is one of the most widely used models to understand people’s emotional journey during change. It was originally designed to describe the stages of grief, but has since been applied in workplaces to explain reactions to organisational change. It’s very helpful for reflecting upon and understanding our own reactions to unexpected bad news and sudden changes in circumstances. It is also very helpful understand how others are likely to react if you’re the one communicating and / or leading a change. The old saying: “Don’t shoot the messenger” arose from observing people’s reactions to someone bringing unwanted news.
1. Shock
Description: Initial reaction when change is announced. People may feel stunned, disoriented, or unable to process the news.
Psychology: Confusion, paralysis, or numbness.
Implication for leaders: Communicate calmly and clearly. Provide space to absorb the news.
2. Denial
Description: People reject or minimise the change (“This won’t really happen,” “It won’t affect me”).
Psychology: Clinging to the old reality, ignoring evidence.
Implication for leaders: Be patient; keep communicating facts and the reasons for change. Offer opportunities for questions.
3. Anger
Description: Frustration emerges as reality sets in. People may blame leaders, systems, or colleagues.
Psychology: Fear of loss (status, control, security) translates into irritation or hostility.
Implication for leaders: Don’t dismiss the anger; listen empathetically. Acknowledge the loss people feel.
4. Bargaining
Description: Attempts to negotiate or delay (“If we just do it this way… maybe things won’t change as much”).
Psychology: Hope that compromise will avoid the full impact.
Implication for leaders: Encourage constructive dialogue, but hold steady to the core direction.
5. Depression
Description: Morale and productivity dip. People feel overwhelmed, powerless, or demotivated.
Psychology: Sadness, withdrawal, fatigue, or loss of confidence.
Implication for leaders: Provide reassurance, coaching, and support. Highlight available resources (training, counselling, peer support).
6. Testing
Description: People begin exploring the new reality. They test behaviours, approaches, or skills.
Psychology: Cautious optimism, tentative experimentation.
Implication for leaders: Encourage experimentation. Provide feedback and recognise efforts.
7. Acceptance / Integration
Description: The change is embraced. People find new ways of working, confidence returns, and energy is restored.
Psychology: Engagement, commitment, forward-looking mindset.
Implication for leaders: Anchor the change into culture. Celebrate resilience and new capabilities.
How to Use the Model
Normalize emotions: Show people that frustration or sadness are natural parts of change.
Anticipate the dip: Expect lower morale or productivity mid-curve, and plan support accordingly.
Tailor leadership: Provide clarity at shock/denial, empathy during anger/depression, and encouragement during testing/acceptance.
Use visually: The curve itself is a powerful tool to share with teams; it reassures them that the “emotional dip” is temporary and part of growth.
The Kübler-Ross Change Curve helps leaders understand that people’s reactions to change mirror a grief process — with an initial dip in morale before recovery and eventual acceptance. Leaders who anticipate and respond to each stage with empathy and clarity help their teams move more smoothly through the curve.
The Bridges Transition Model
Leader’s Role:
Acknowledge the losses openly.
Honour the past (rituals, recognition).
Provide clear communication about what is ending and what is not.
2. The Neutral Zone
Description: The in-between stage where the old is gone but the new is not yet fully in place. It feels like limbo.
Psychology: Confusion, low morale, low productivity — but also potential creativity and innovation.
Leader’s Role:
Provide guidance and structure to avoid drift.
Encourage experimentation and dialogue.
Support resilience and well-being.
Frame this time as an opportunity for renewal.
3. The New Beginning
Description: People embrace the new reality. Energy, commitment, and productivity rise as they internalise the change.
Psychology: Hope, acceptance, enthusiasm, restored purpose.
Leader’s Role:
Communicate vision and purpose consistently.
Align systems and structures with the new way.
Celebrate milestones and early successes.
Reinforce new behaviours until they become habit.
How to Use the Model
Differentiate change and transition: Don’t just manage the event — manage the emotional process.
Expect resistance at the “Ending” stage; it’s not disloyalty but a normal response to loss.
Normalise the Neutral Zone: Reassure people that uncertainty is temporary and can lead to creativity.
Guide people into New Beginnings by showing how the change aligns with values, vision, and opportunities.
Combine with other models: Bridges explains the human transition, complementing Kotter’s steps (process) and Lewin’s stages (structure).
Bridges teaches that successful change isn’t just about launching a new program or structure — it’s about helping people let go, live through uncertainty, and embrace the new beginning. Leaders who accompany people through these transitions create stronger, more sustainable change.
The Five Stages of the Satir Change Model
The Satir Change Model (developed by family therapist Virginia Satir, later adapted for organisations) is a human-centred framework for understanding how people respond internally and externally when faced with significant change. It’s often shown as a curve that dips before rising again — like an emotional rollercoaster.
1. Late Status Quo
Description: The “normal” state before change. People feel relatively stable, routines are familiar, performance is predictable.
Psychology: Comfort and security, but also possible complacency or hidden frustration.
Implication: Leaders may underestimate dissatisfaction at this stage — people seem fine, but undercurrents may be brewing.
2. Resistance
Description: A foreign element is introduced (new system, restructuring, shift in culture). People resist because the change threatens the known order.
Psychology: Emotions include denial, fear, anger, or withdrawal. Productivity may dip as energy goes into avoidance or protest.
Implication: Resistance is natural, not dysfunctional. It signals the start of adjustment. Leaders should acknowledge concerns, not dismiss them.
3. Chaos
Description: The old way no longer works, but the new way isn’t fully in place. Confusion, anxiety, and disorientation dominate. Performance often bottoms out.
Psychology: Feelings of incompetence, stress, and loss of confidence. Old norms collapse before new ones are established.
Implication: This is the most critical — and uncomfortable — stage. Leaders must provide reassurance, space for learning, and visible support systems.
4. Integration / Practice
Description: People begin experimenting with the new way. Early successes and failures shape learning. Confidence grows as new skills take hold.
Psychology: Cautious optimism, curiosity, relief that the chaos is ending. Productivity starts to improve.
Implication: Leaders should encourage trial-and-error, celebrate small wins, and provide training and coaching.
5. New Status Quo
Description: The change becomes stabilised. People feel competent again, and the organisation finds a new rhythm.
Psychology: Renewed confidence, higher performance (often surpassing the old level), and energy for future challenges.
Implication: Leaders should anchor the gains in culture and processes, and recognise people’s adaptability.
How to Use the Model
Anticipate Emotional Reactions
Expect resistance and chaos; don’t interpret them as failure. They are part of the change curve.
Normalise the Dip in Performance
Reassure teams that lower productivity during chaos is temporary. Provide psychological safety.
Adjust Leadership Style per Stage
Late Status Quo: Build urgency and awareness.
Resistance: Listen, empathise, communicate the “why.”
Chaos: Provide structure, reassurance, and support.
Integration: Enable training, coaching, and small wins.
New Status Quo: Anchor practices, celebrate resilience.
Use it as a Conversation Tool
Show the curve to your team. It helps people see their emotions are normal and shared.
Combine with Other Models
Satir helps explain the emotional journey of change, complementing Kotter’s process steps or Lewin’s unfreeze–change–refreeze.