Grief Curve and Resistance to Change: Deciphering

The change is becoming the norm in businesses, and employees often waver between enthusiasm and reluctance. Some fall into denial and reject any evolution. Others become furious and rail against these disruptions. But how can we explain these different reactions? Psychologist Elisabeth Kübler-Ross shed light on an illuminating concept: the grief curve. This theory describes the stages we go through during grief. Surprisingly, it proves just as relevant for understanding our resistance to change, both in our personal and professional lives. Here's why.

How does the grief curve apply to the workplace?

The grief curve, a foundational theory in psychology

The grief curve, also known as the change curve, was described in 1969 by Elisabeth Kübler-Ross in her work "On Death and Dying." This psychiatrist identified the different emotional phases a person goes through when confronted with the death of a loved one. Although criticized by some, this theory remains a major reference in psychology. It helps us better understand the grieving process that occurs after a loss. 

Change in the workplace, a form of "grief"

Employees can go through similar phases during significant changes within their company. A restructuring, an acquisition, a merger, or even the arrival of a new manager disrupts their sense of stability and routines. Some refuse to admit the reality of the situation. Others express their frustration or sadness. These are natural reactions to the "loss" of something familiar and reassuring. We then observe varying degrees of resistance to change. Employees need time to accept the new reality. The whole challenge is to support them as effectively as possible during this delicate period, which is represented by a change curve.

What are the stages of grief?

Denial 

During the first phase of change management, the person affected by grief refuses to admit the reality outright. The change is denied entirely because it seems too painful to accept. The employee will exhibit cognitive denial and filter out information that contradicts their view of the situation. They will minimize the importance of the change, believing that nothing will truly evolve. This is a self-protection mechanism against a destabilizing truth. However, this attitude of denial can prove problematic in a company and hinder the implementation of change. [SEG 20] Anger

Once denial subsides, anger sets in. The employee realizes that change is inevitable, which causes frustration and resentment. They will then strongly express their dissatisfaction to colleagues and management. This can manifest as knee-jerk reactions, aggressive remarks, or even sudden resignations. It's a way to release the internal tension generated by the forced acceptance of change. Moreover, if not properly channeled, this anger can spread throughout the team.

Depression

Subsequently, the individual fully realizes the impact of the change on their daily life. They become aware of what they will lose or what will disappear. The employee becomes demotivated, with morale at an all-time low. Pessimism about the future and a drop in productivity are observed. Without support, the employee can fall into lasting depression and become isolated from the team. 

Acceptance 

Acceptance marks a turning point in the grieving process: the individual gradually stops fighting the reality of the change and eventually accepts it. They then cooperate more willingly with its implementation. More constructive participation in meetings, mutual support with colleagues, and efforts to train in new work methods are observed. The employee gradually overcomes their initial reluctance.

Serenity

This is the final stage, that of reconstruction. The employee moves beyond simply accepting the change: they regain confidence in the company and their future within it. They project themselves positively into future developments and are once again eager to invest in upcoming projects. Although not linear, these stages offer a useful framework for understanding reactions to change in a business environment.

How to support change through the 'grief' process?

To help employees navigate the stages of grief and this change management process, several actions can be implemented by managers and leadership:

• Communicate proactively on the reasons for the change transparently. Explaining its necessity and benefits for the company fosters better buy-in.
• Organize listening sessions to allow employees to express their fears. This defuses underlying resistance and tensions. 
• Involve them in the design of the change creates a sense of control. They become active participants rather than just subjects of the change.
• Offer training to help them acquire the new skills required. This provides reassurance about their role in the company.
• Recognize successes, even minor ones, in managing the change to restore confidence.

Conclusion

By adopting an empathetic and attentive approach, managers can significantly mitigate negative reactions to change and accelerate the transition to acceptance and serenity. Change management is, in this regard, a true discipline that needs to be mastered. While Elisabeth Kübler-Ross's grief curve is debated regarding its ability to accurately model the stages of grief, this theory, when applied to the corporate world, must be used with certain precautions. Organizational change follows a different dynamic than the grief of a loved one. Nevertheless, this conceptual framework offers useful insights for understanding individual reactions to transformation. The concepts of denial, anger, depression, and acceptance provide a better understanding of observed resistance. This gives managers clear guidelines to adapt their support for employees. 

At Knowmore, we support companies in their transformation and change management projects. Thanks to our experts in strategy, management, and change management, we help our clients anticipate reactions, overcome resistance, and unite teams around a common vision.