Tom Abbott, Partner – Strategy, challenges the classic change curve and explores how internal comms can equip leaders to stay present, empathetic and effective throughout the unpredictable journey of transformation…

The change curve is one of the most recognised models in business. Its origins, however, lie in Elisabeth Kübler-Ross’s academic study outlining the five stages of grief.

Now, the curve is widely adopted as a framework for navigating organisational change.

But is it fit for purpose?

The curve illustrates how people react to change, moving from an initial state of shock through to denial, anger, bargaining, depression and finally acceptance.

From a change management perspective, it can be a useful tool to help colleagues understand their reactions to change, enabling leaders to anticipate evolving needs at different moments and guiding organisations in how to plan and communicate change.

While the change curve has a lot of merit, I worry that the model doesn’t always reflect reality – especially when you consider the wider organisational context.

So, I’d like to suggest a few variations on the traditional curve, and what we may need to bear in mind when providing communications support.

1. The retreating curve 

When does communications support for a change project end? Once the project is launched? When the dashboard shows the benefits are achieved? When behaviours are fully ingrained?

We’ve all seen examples of change programmes that failed to follow through with adequate post-launch support – when resources are dialled back, teams are reassigned onto new projects and leaders assume that comms will be picked up under BAU.

But BAU is always under pressure and may not have the time to nurture and reinforce the desired change outcomes in the way that dedicated support can.

As a result, behaviours often retreat to the original status quo, with previous ways of working reasserting themselves. After all, it’s easy to slip back into the familiar and comforting.

Successful, long-term change requires long-term planning. As we often say to clients: launch day is just the first day. What about launch +1, +7, +30, +365 and so on?

2. The multi-change curve 

I often find that individual change projects plan for communications and engagement, but fail to recognise that they are likely to be one of many concurrent change projects happening in a business.

It’s not just that change is a constant. Many organisations now face continuous, complex and overlapping periods of change. Colleagues may be experiencing different elements of the change curve simultaneously across multiple projects, all while managing their day jobs and personal lives.

From a communications perspective, this means we can’t treat change comms as an isolated task. We must understand the wider landscape and appreciate what else colleagues are being asked to absorb and act upon.

I experienced this firsthand in a company where we identified more than 20 individual change initiatives competing for airtime. It became an exercise in air traffic control – ensuring each message landed in the right order without overwhelming hard-pressed colleagues.

As internal communications leads, we must keep an eye on the overall picture. Take a step back and put yourself in an employee’s shoes. How does all this look? Is it clear, simple and easy to understand, or complex, constantly shifting and filled with contradictory demands?

Turbulent seas require an experienced and skilled navigator – and that’s exactly the role internal comms professionals should play.

3. The staggered curve

It’s common that different people in an organisation will be experiencing different phases of the change curve. Leaders are often ahead of the general population, as they tend to be change sponsors or project heads.

While this is expected, it becomes problematic when leaders move too far ahead of the rest of the organisation – or, as is often the case – onto the next change curve, leaving colleagues stranded in the trough of despair.

It’s probably true that most senior leaders like to stay focused on what’s needed to move the business forward – and that’s a good thing.

But as trusted advisors, it’s vital that we help leaders keep one eye on where their people are. Leaders play an important role in supporting the ongoing change process, even if mentally they’ve already moved on to the next wave of strategic projects.

When senior teams have spent months or years working on a project, it can feel frustrating to be asked to revisit the basics and talk about things you got to grips with in the past. But for the sake of colleagues, as communications leads, we must help senior leaders understand the need to step back before they leap forward.

Getting change communications right is no easy task, so working with people who can help you navigate the challenges can make a significant difference. Do you recognise any of these alternate change curves from your own experiences?

If you’d like to discuss these themes further, why not get in touch?