The authorship belongs to the famous psychiatrist Elisabeth Kübler-Ross, who created the "Growth Curve", "Five Stages of Grief", described in the book "On Death and Dying". The model will help to better understand emotions during the period of loss and change, to facilitate the acceptance of innovations emotionally and physically.
The change management content of this model is applicable to any situation of a sudden change in lifestyle and the need to make a decision. The Change Curve and the Five Stages of Grief consist of denial, anger, bargaining, depression, acceptance.
Kübler-Ross change curve
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This model, expanded to seven dentist data package points, can be offered to employees to approach innovation. The change curve helps to understand the feelings of employees and to trace the path from shock to acceptance of transformation and the desire to participate in it:
Shock. A person has difficulty realizing the fact of upcoming changes and their participation in them. The shock has passed – resistance to change develops. People emotionally prove that this is impossible.
Denial. A temporary state of defense that allows one to come to terms with the news of impending changes. People may pretend that nothing is happening and will not happen, hoping that everything will calm down on its own.
Disappointment. It comes after the reality of change is realized. People are short-tempered and irritated.
Depression. This is the lowest point of the curve of changes. It is characterized by indifference, decreased enthusiasm.
Experiment. People are moving further out of their usual environment. The team's progress at this stage can be facilitated by organizing training.
Decision making. Employees begin to accept the changes. They are more positive, and the training bears fruit in the form of increased productivity.
Integration. The changes have become a reality, the team accepts the new conditions and already sees a positive result.
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Satir's Change Management Model
Developed by American psychotherapist Virginia Satir, it echoes the Kübler-Ross model, but with a focus on productivity when moving through change. Change management here shows how employees' experiences with the introduction of innovations affect their performance.
The goal is to help project initiators understand the emotional state of people. This knowledge will lead to effective implementation of changes.
Satir's Change Management Model
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The Satir model consists of five stages, based on the results of which a schedule is built taking into account time:
Old status quo. Shows the state of affairs at the beginning. Everything is familiar, goes on as usual. Some are happy with the stability, others are irritated by the routine. External interruptions begin. The status quo changes. Launching a project at this time disrupts the normal regime.
Resistance . Quietly or loudly, people show discontent, can ignore the unusual, put forward the thesis of their uselessness. Productivity decreases.
Chaos . In the changed working conditions, people are disorganized, disoriented, anxious, unpredictable in their actions. Labor productivity is at its lowest. Change the ideas. Find those that will help employees understand the situation. If they begin to see a way out of chaos, labor efficiency will grow.
Integration . The project is being implemented. Trial and error tests technologies, methods of work, equipment. Movement at this stage of change management has a positive effect on productivity.
New status quo . People have adapted to the new environment, accepted its conditions and rules, productivity has stabilized. The changes have led to a new reality that has become comfortable for workers.
Maurer's Model 3 Levels of Resista