Mourning curve and resistance to change: deciphering the situation

Change is becoming the norm within companies, and employees oscillate between enthusiasm and reluctance. Some plunge into denial and reject all change. Others go into a rage, railing against the upheaval. But how can we explain these different reactions? Psychologist Elisabeth Kübler-Ross has brought to light an illuminating concept: the grief curve. This theory describes the stages we go through when grieving. Surprisingly, it is just as relevant for understanding our resistance to change, in both our personal and professional lives. Here's how it works.

What's the link between the mourning curve and the company?

The mourning curve, a founding theory in psychology

The curve of grief, also known as the curve of change, was described in 1969 by Elisabeth Kübler-Ross in her book "The Stages of Grief". This psychiatrist identified the different emotional phases through which a person confronted with the death of a loved one passes. Although criticized by some, this theory remains a major reference in psychology. It provides a better understanding of the grieving process that follows loss. 

Corporate change: a form of mourning

Employees can go through similar phases during major changes within their company. Restructuring, a takeover, a merger or even the arrival of a new manager shake up their bearings and habits. Some refuse to accept the reality of the situation. Others express frustration or sadness. These are natural reactions to the "loss" of something familiar and reassuring. There are varying degrees of resistance to change. Employees need time to accept the new situation. The challenge is to provide them with the best possible support during this delicate period, marked by a change curve.

What are the stages of grief?

Denial 

In the first phase of change management, the bereaved person refuses to accept the whole picture. The change as a whole is denied, because it seems too painful to accept. The employee will display cognitive denial, filtering out information that contradicts his or her vision of the situation. They will minimize the importance of change, believing that nothing will really change. This is a self-protection mechanism in the face of an unsettling truth. However, this attitude of denial can prove problematic in the workplace, slowing down the implementation of change.

Anger

Once denial has been overcome, anger sets in. The employee realizes that change is inevitable, and this gives rise to frustration and resentment. They will then express their dissatisfaction to their colleagues and superiors. This can lead to knee-jerk reactions, aggressive comments and even sudden resignations. This is a way of evacuating the internal tension generated by the forced acceptance of change. What's more, if not properly channeled, this anger can contaminate the work team.

Depression

The person then 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 is then demotivated, with morale at an all-time low. They become pessimistic about the future, and productivity drops. Without support, the employee can sink into a long-lasting depression and become isolated from the team. 

Acceptance 

Acceptance marks a turning point in the mourning process: the person gradually stops fighting against the reality of change and comes to accept it. They then cooperate more readily in implementing the change. We observe more constructive participation in meetings, mutual support with colleagues, and efforts to learn new ways of working. The employee gradually overcomes his initial reluctance.

Serenity

This is the final stage, the rebuilding stage. The employee goes beyond simply accepting change: he or she regains confidence in the company and in his or her future within it. They look forward to future developments, and are keen to get involved in future projects. Although non-linear, these stages provide a useful framework for understanding reactions to change in the workplace.

How can we support change through "mourning"?

To help employees through the stages of mourning and change management, several actions can be implemented by managers and management:

• Communicate transparently upstream about the reasons for change. Explaining the need for change, and the benefits it will bring for the company, will ensure greater buy-in.
• Organize listening sessions to let employees express their fears. This defuses underlying resistance and tensions. 
• Involving them in the design of change creates a sense of control. They become actors and not just subjects of change.
• Offer training to help them acquire the new skills they need. This reassures them of their place in the company.
• Valuing successes, however small, in change management to restore confidence.

Conclusion

By adopting a posture of empathy and listening, managers can greatly mitigate negative reactions to change, and accelerate the transition to stages of acceptance and serenity. In this respect, change management is a real discipline that needs to be mastered. It's true that Elisabeth Kübler-Ross's Grief Curve is the subject of debate as to its ability to accurately model the stages of grief. Transposed to the corporate world, this theory must be used with certain precautions. Organizational change has a different dynamic to bereavement. Nonetheless, this conceptual framework offers useful insights into individual reactions to change. The notions of denial, anger, depression and acceptance provide a better understanding of the resistance observed. As a result, managers can now adapt the way they support their 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 customers anticipate reactions, overcome resistance and unite teams around a common vision.