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No 76                                                                             October 2005

I have reread "On Death and Dying" by Elisabeth Kubler-Ross. I was struck by just how similar the feelings and processes she describes (in the context of death) apply to the business world. Whether it is facing change and transition in the workplace by people who have been told that their future with their current organisation is in doubt; or people who, on their own, have begun to realise that their current organisation may not be the right place for them to stay.

Change in the workplace is, as we know, occurring more frequently than ever before in the workplace from, reorganisations, mergers, acquisitions, or a change of leadership. In these situations, people go through a transition in which they experience an evolution of emotional stages. It is useful to understand the implications of each emotional stage as they work through the situation. For instance, people need to work through the initial emotional roller coaster discussed below.

The framework introduced here incorporates the model presented by Kubler-Ross in On Death and Dying

1. Equilibrium Feeling in sync and in alignment with personal and professional goals, goals which are also congruent with organisation’s goals. Everything seems to be working. All are content and comfortable with status quo, and the future looks bright.
Business Implications/Strategies. People facing change in the workplace will not be in this phase. However, from a business perspective, having people re-connect with how it felt to be in equilibrium can help formulate the ideal vision for the future. Also, having recognised the difference between previous states of equilibrium and the current emotional state can help them to move forward through the stages discussed below.

2. Denial. Many people are stuck here when the process starts around them. Without assistance many people can spend many months or even years in denial. In the changing workplace circumstances have begun to change, but those involved are not cognisant of what is happening. Instead, energy is devoted to rationalising away or ignoring the signs - negative changes in physical health and emotional balance, logical thinking patterns and normal behaviour patterns. Nobody is ready to admit or acknowledge that things have turned for the worse.
Business Implications/Strategies. When people are not ready to productively move forward, they often need assistance to become aware of their state of denial and understand the emotional dynamics that caused the denial. By engaging in a questioning process that reveals the illogical rationale that is presented, those affected can be helped to look deeper into what is going on. The goal through this stage is to get the people to recognise the reality of the change, to let go of the denial defense mechanisms and deal with the emotions (fear, uncertainty, anxiety) that prompted the denial in the first place.

3. Anger. When denial has begun to diminish, then the tendency is to begin to blame others. What takes place often is displaced anger, frustration, resentment, or envy because the feeling of being out of control. The view of reality is still distorted.
Business Implications/Strategies. Those involved need to become aware of the negative behaviours and displaced anger and empathise with the underlying feelings. Often help is again needed to work through the anger and re-channel the energy in a more positive direction. During this stage, those affected would be doing a disservice to themselves to network and market themselves.

4. Bargaining. The energy is devoted to eliminate the change and uses any means feasible to negotiate and get things back to way things used to be. There is the desperate grasping at straws, coming up with unrealistic options that is an attempt to solve the problem.
Business Implications/Strategies. The need is to steer those involved towards clearly understanding what is realistic and feasible.

5. Chaos. Those affected are feeling powerless and insecure, disoriented/confused, and have had a loss of energy and direction, with no sense of grounding or meaning.
Business Implications/Strategies. Support, empathy and full permission to experience the feelings and acknowledge that these feelings are normal is what is required. This phase is temporary and part of the process to moving forward.

6. Depression. With all energy exerted in creating and maintaining defence mechanisms, and now experiencing the pain of the loss of what existed before there are periods of self-pity, wallowing in the past, and feelings of nothingness and emptiness.
Business Implications/Strategies. The way forward needs to be supportive, empathetic and give full permission to experience the feelings, acknowledging that they are normal. Patience is required to allow those affected to move at their own pace, sorting through their feelings, reflecting and taking time to do some soul searching.

7. Resignation. Those affected have slowly worked through the feelings of depression and come to terms with the reality of change, and no longer resist the change. There is still the experience of a lack of energy and a large degree of passiveness.
Business Implications/Strategies. The need is to recognise that the those involved are now able to acknowledge the reality and discuss and analyse its implications, but they cannot be expected to be motivated to work towards future goals yet. Direction can be given to re-frame the change into something positive.

8. Openness. Having moved through depression and resignation, and now accepting the change, the affected persons are ready to begin to deal with it. The energy level is beginning to rise. However, there is still the inability to view the change, and the future, with enthusiasm.
Business Implications/Strategies. There is now an openness to engaging in a forward-looking dialogue. With clear direction, the folk may be able to begin to take some action. But patience must still be displayed, for they may still not be fully removed or recovered from the previous emotional stages. At this stage, the people become more receptive and ready to proceed with thinking about positive accomplishments, strengths, and career goals that will form the basis of the way forward to produce an effective CV.

9. Readiness. At this point those adversely affected are now willing to expend energy in exploring new opportunities. The emotional "letting go" of the past is noticeable. Energy levels are increased.
Business Implications/Strategies. Do the goal setting and action planning. Extra "amounts" of guidance, support, and encouragement may be required as it is likely that the person is still not likely to be proactive, but they will be capable of moving forward. At this stage, it is likely that the affected persons will be ready to conduct productive informational meetings.

10. Re-emergence. Much more "back to 'normal'" where those involved have fully let go, both emotionally and intellectually, of the way things used to be. Energy can now be channelled in a totally positive direction. All will feel optimistic and empowered, confidence has returned and there is a commitment to and excitement about moving forward. Initiative is displayed and actions are taken without the need for confirmation by others. A kind of rebirth has occurred.
Business Implications/Strategies. Direction is toward a full-fledged goal and action-oriented process with people once again fully functioning, clearly thinking, and energised. Wise decisions with full awareness and clarity of personal purpose, values, and preferences will lead to a new equilibrium.

Reference :Kubler-Ross, Elisabeth.
On Death and Dying

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"Don't wish it was easier, wish you were better. Don't wish for less problems, wish for more skills. Don't wish for less challenges, wish for more wisdom." ............... Jim Rohn

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