Change brings uncertainty, and the myriad of emotions that come with it. When organizations introduce a new initiative, employees often go through an emotional rollercoaster before coming out the other side. Lesson Learned #50 describes this rollercoaster, and in my book, Results Not Reports, I dive deeper into how leaders can manage it using a model developed by psychologists Don Kelley and Daryl Conner more than fifty years ago. This model acknowledges that change, even when desired, can be emotionally challenging and complex.
The Emotional Cycle of Change
People typically experience five distinct stages during the process of change. It is worth noting that, in the version described here, the final stage is modified from “completion” to “ownership” to reinforce the notion that change is a journey rather than an event.
- Uninformed Optimism – This initial stage is characterized by excitement and enthusiasm for the change. Individuals in this phase are often optimistic about the future but are not yet fully aware of the challenges that lie ahead.
- Informed Pessimism – As individuals become more aware of the realities and difficulties associated with the change, their initial optimism may give way to skepticism and doubt. This stage can come on fairly quickly and often involves a significant emotional downturn as the challenges of achieving change become more apparent. Employees may resist change if they feel they are losing control or making sacrifices without seeing benefits.
- Valley of Despair – Often considered the most challenging phase, the “Valley of Despair” is where individuals might question the decision to initiate the change. The difficulties may feel like they outweigh the benefits, leading to feelings of frustration, disappointment, and a desire to give up. It is critical for leaders to manage this stage by focusing the efforts of the project team and all involved managers, and by conveying “hopeful realism” to help employees recognize how proposed changes will lead to better results.
- Informed Optimism – After navigating through the toughest parts of the change process, people begin experiencing concrete improvements in their work environment resulting from new processes, systems, and training. The clouds begin to part. As the path forward comes into focus, they develop a sense of optimism that stems from a deeper understanding and acceptance of the challenges involved. There’s a recognition that while the journey is difficult, it is also manageable and worth the effort.
- Ownership – With persistence and continued communication, the changes become embedded, uncertainty fades, and individuals successfully adapt. This stage is marked by a sense of accomplishment and a newfound confidence in their ability to manage through change.
Don’t Ignore Emotional Ups and Downs
Understanding the Emotional Cycle of Change can be immensely helpful for individuals and organizations alike, as it helps people normalize the range of emotions that they may experience. Recognizing which stage of the cycle a person or team is in can provide insights into what actions to take to move forward effectively and maintain resilience.
It is important to acknowledge these emotional ups and downs as part of the process rather than ignoring them. Leaders can help employees manage this cycle and drive improvement by conveying empathy, remaining steady, and celebrating milestones throughout the journey.
