In this video, Claudine Peet explains the change curve and how individuals go through emotional responses to change. Learn to recognize the behaviors associated with the change curve and discover an appropriate action to take to help individuals move along the change curve to acceptance.
- Have you ever noticed how people respond when they hear that something about their job or working environment is going to change? For some, it's a loud groan with rolling eyes saying "Ugh, here we go again!" For others it may be, "Great, bring it on!" As a project manager the Kubler-Ross Change Curve is one of the most useful tools I've ever used. It helps you understand that the emotional responses to change are completely normal, and that people won't accept change by you simply telling them to accept it. They have to go on their emotional journey. And the Kubler-Ross Curve helps you understand the emotions they'll have, and the behaviors they'll exhibit. You can then identify the people management activities which will help you overcome these behaviors, and help them move to acceptance. Now, some people can progress very quickly through the curve, or even bypass some steps, while for others, it can be a long and protracted journey, with them becoming stuck in one stage, unable to move on. Let's take a quick walk through the Change Curve together, to understand what sort of behaviors to watch out for. When hearing about the change, people can first appear shocked. They're unable to take it in and may want to get away from the bearer of the news. They can't hear about it, it might not be happening. Watch out for people who seem to be ignoring any information about the change and quietly trying to get on with things as normal. Next is denial. Where they don't really believe that the change will happen. Be aware of people who seem to be working a little harder than usual, keeping their heads under the radar. Thinking that working harder will make the change go away. Of course, the change doesn't go away. And at some point, they'll have to face up to it. They may now look to blame someone for the change. This often leads to anger at the imagined source of the change, which in some cases, may be the project manager. Keep an eye out for people who are expressing their negative views of the change, blaming anyone and everyone for the changes. Next, individuals try bargaining. Feeling that if they do more, maybe the change won't happen and they'll be safe. Look for people who seem to focus on negotiating to keep things as they are. Confusion and depression set in at the lowest point. Watch for people clinging to old ways of doing things, withdrawing, and seeming disinterested. Morale and productivity at their lowest point, motivating them is very difficult. Eventually, the individual will resolve to address the change head-on, telling themselves to do something about it. They're now starting to accept and problem solve, and you may see a renewed energy and a sense of purpose in people. Once they decide to act, they'll start thinking what they can do. And the journey to problem solving has started. You'll be engaging with many people during the project. All of whom will be experiencing their own response to change. So be aware of the mood of the people on the project, and identify where people may need help moving through the Change Curve.
- Recognize the characteristics of the four stages of the project life cycle.
- Determine how to respond to a team member expressing anger over a change.
- Identify who is most likely to encounter operational resistance.
- Explain what CPIG stands for.
- Summarize what to expect during the forming stage of the Tuckman model of team development.
- Recall an effective strategy for dealing with the demotivation of a team.
- Identify the point during a change when there is the greatest risk to business units.