Kübler-Ross change curve for successful transitions

Key takeawaysSlovakia

Use the Kübler-Ross change curve to match leadership support to how the team is feeling during a transition.Slovenia

The change curve maps common emotional stages, helping leaders predict reactions during organisational change.Spain
Expect early shock, denial, anger, and fear, and reduce disruption with clear, timely communication.Sweden
Treat exploration and bargaining as engagement and involve characters (team members) in shaping practical plans.Other countries
During depression and confusion, provide extra guidance, training, and emotional support to protect morale and quality.Home
Monitor progress with check-ins and milestones, then reinforce wins to embed acceptance and integration.Project Management

Kübler-Ross change curve for successful transitions

Change curve introduction

The Kubler Ross model is known as the change curve.

The Kübler-RossContents change curveIntroduction is a powerful model that helps to understand and manage the emotional responses individuals and organisations experience during transitions.

Inspired by Elisabeth Kübler-Ross’s work on terminal illness patients, the change curve has been adapted to depict the stages of personal and organisational change. By mapping emotional responses, it provides a framework for predicting reactions and offering necessary support.What’s in the PRINCE2 methodology?

Definition of the change curve

The When to use the PRINCE2 methodology? Kübler-Ross change curve illustrates the psychological phases individuals experience when faced with change. Initially derived from the study of grief, this model has been adapted to depict the transition stages within organisational contexts.Why is the PRINCE2 methodology helpful?

In organisational contexts, it typically progresses through shock and denialSummary,

MethodologyPeople first react to change with shock and denial. They might ignore the changes or deny how these affect their work. This natural defensive response gives people time to process what is happening.

Stage 2. Anger and fearA ‘methodology’ is a structured system of practices and rules used by experts in a specific field. For project management, it’s a blueprint used by teams to start, plan, execute, and conclude projects, ensuring a systematic and successful

When reality becomes clear, people often feel angry and fearful. They worry about their future and may resist changes actively. This reaction can strain team relationships and affect work quality. Leaders need to address worries openly through clear communication.project delivery

Stage 3. Exploration and bargaining.

Stage 5. Acceptance and integration

Benefits of understanding the change curve

See all datesKübler-Ross’s change curve offers significant advantages to both leaders and teams. It provides a framework for navigating transitions effectively, ensuring that organisational change is managed smoothly. Recognising the emotional stages individuals experience allows for strategic interventions that can mitigate resistance and enhance acceptance.

Improved change management

Grasping the change curve enables leaders to anticipate emotional reactions and plan appropriate responses. By knowing which stage their team members are in, leaders can tailor their communication and support strategies. This anticipation reduces disruptions and resistance, making the change more manageable. Furthermore, it facilitates a proactive approach to addressing concerns, ensuring that transitions are smoother and less stressful.Self-paced

Enhanced team moralePRINCE2 Practitioner (with Foundation) self-paced online

Effectively navigating Kübler-Ross’s change curve can significantly boost team morale£1,399 +vat and productivity. By providing support that aligns with each stage, leaders can foster a sense of security and trust.

This approach helps in reducing anxiety and stress, as individuals feel understood and supported. When teams see that their leaders are attuned to their emotional journeys, it enhances engagement and commitment, ultimately leading to a more motivated and cohesive workforce.

Strategies for guiding teams through the change curve

Successfully guiding a team through the Instructor-led

PRINCE2 principles.

Conclusion is a requirement if a project is to be a PRINCE2 project. The principles act as immutable laws that cannot be removed from a project.

In summary, the The 7 principles within the methodology are described below.Kübler-Ross change curveEnsure continued business justification is an essential A project is only successful if it realizes the expected benefits in return for its investment of money, time, and resources. Therefore, it is imperative that all investment decisions are based upon where the project is on course to achieve these objectives. If it isn’t, then it should be closed.change management modelLearn from experience for managing transitions within organisations. By understanding its stages, leaders can anticipate emotional reactions and provide targeted support. This approach reduces stress and increases resilience among team members, fostering a more adaptable and cohesive work environment.The experience of previous projects should be used to guide the practices on the current, and later projects.

The benefits of utilising the change curve extend beyond improved change management. It enhances team morale, boosts productivity, and helps align organisational goals with personal growth. Effective communication, support, and progress monitoring are key strategies in navigating the curve.Define roles, responsibilities, and relationships

Ultimately, embracing the change curve empowers leaders to guide their teams through transitions with confidence and empathy. By recognising and addressing the psychological journey of change, organisations can achieve smoother transitions and sustained success.Everyone involved in the

FAQsproject management team

What is the change curve? must be clear what they are accountable and responsible for.

The Manage by stageschange curveA project is broken down into 2 more management stages which form ‘stop/continue’ decision points. Any decision to continue necessitates the commitment of money and resources to the next stage. is a model that outlines the emotional stages individuals experience during transitions, inspired by Kübler-Ross’s work with terminal illness patients.Manage by exception

How can understanding the change curve benefit my team?Authority to take decisions is granted by a higher authority to a lower authority which is an efficient use of senior managers’ time. The higher authority can be kept informed of progress via regular reports, but at the same time, the lower management level can manage with the delegated boundaries. If these boundaries are forecast to be exceeded, this exception is escalated to the higher level for a decision.

Knowledge of the change curve helps leaders anticipate reactions, tailor support, and improve team dynamics, leading to reduced stress and enhanced productivity.Focus on products

What are some common challenges faced during the change curve stages?Focusing on delivering on time and within budget cannot be done without first understanding what is to be delivered. All planning starts by focusing on products to understand what the plan should deliver.

Challenges include denial, anger, and confusion. Address these by providing clear communication and support to facilitate smoother transitions.Tailor to suit the project

How long does it typically take to move through the change curve?Every project is different, therefore the methodology must be applied differently and sensibly in all situations.

The duration varies based on individual and organisational factors. Teams and individuals may progress through stages at different rates, and it’s normal for people to move through stages at different speeds or occasionally return to previous stages as circumstances change.People

InfographicProjects involve

This infographic shows the Kubler Ross change curve model.people

Kubler Ross Change Curve Infographic.

Subscribe to our exclusive offers and promotions, both direct participants and those impacted by a project. Recognizing their needs, skills, motivations, and the relationships among them is essential for setting up and managing the project effectively. The methodology describes how the people impacted by the project’s outcomes, must ‘buy in’ to the proposed changes, otherwise the changes will be unsuccessful, and the project will be a wasted investment.

PracticesSubscribe nowThe

practices

within the methodology are aspects of project management that are addressed throughout a project. They encompass areas like time, cost, risk, issues, quality, sustainability, and scope, common in other project management standards. These practices offer a decision-making framework, ensuring the project’s viability, desirability, and achievability from start to finish. Project Management Body of Knowledge ® ®[2]

Related articles.

The 7 practices in the PRINCE2 methodology are described below. Business case This practice focuses on applying the ‘ensure business justification’ principle. It describes documenting the project’s rationale, initially in an outline business case, which is detailed further during the first management stage. The

business case includes a cost-benefit analysis comparing project benefits against costs, timescales, and risks. It’s updated at each management stage’s end to guide the decision to continue or stop the project. Organizing

This practice details the various project management team roles. Within

PRINCE2

, the project board is the top decision-making body, consisting of the project executive, senior user, and senior supplier. It tasks the project manager

with the day-to-day project management, who operates within set tolerances. The project manager, in turn, assigns work packages for delivery by a team manager.

Senge’s system thinking model and change managementPlans

Simon Buehringproject plan

8 Sep 2026 to oversee project progress stage by stage. The project manager relies on a more detailed stage plan for in-stage progress, while team managers need detailed team plans to monitor their work package. Each plan is approved by the next highest management level.

For planning, PRINCE2 suggests using product-based planning, emphasizing the ‘focus on products’ principles to identify products before using activity-based tools like Gantt charts.Unlock the potential of Senge’s system thinking model to improve change management. Scroll down to discover how this approach can transform your organisational processes.Plans outline the “what, when, who, and how much?” Once approved, plans are set as baselines and are subject to change control.

Quality

The project produces products which will later be used by users operating within the regular business operations. To achieve the expected outcomes and benefits, users need the correct products based on agreed specifications. PRINCE2 emphasizes planning to meet the anticipated quality standards, which must be actively overseen and managed.

Risk Risks are uncertain events that can positively or negatively affect a project. Every project faces risks that need proactive identification and management. A risk management

procedure should be set up to handle risks consistently. Risks surpassing the set tolerance level must be brought to senior management’s attention for resolution.

Change management skillsProjects

Simon BuehringProgress

10 Sep 2026PRINCE2 identifies two types of controls: time-driven and event-driven.

Time-driven controls, like regular highlight reports from the Discover the essential skills required for effective change management and how they apply to unique organizational contexts. Read further for detailed insights.project manager

to the board, track progress routinely (e.g., weekly). They compare actual progress to expected outcomes, facilitating necessary decisions and adjustments.

Event-driven controls arise in response to specific events. For instance, an exception report is created when a tolerance threat is predicted. These reports inform decision-making in response to events and are directed to the management level with decision-making authority.

Processes Processes within the PRINCE2 methodology

outline the decisions to be made, by whom, and when during the project. The

Guiding your team through change using the Satir change model span from just before the project begins to its closure, aligning with management stages that act as ‘stop/continue’ major decision points. These processes ensure a structured project progression, with investment decisions made on a stage-by-stage basis.

Simon BuehringRequired decisions

8 Sep 2026Decision-makers

Supporting Learn how the Satir change model can guide your team effectively. Discover practical steps to minimise resistance and enhance engagement. Scroll down to unlock strategic insights.management products

Timing of decisions.

These processes are where PRINCE2’s principles and practices are implemented and equate ‘Process Groups’ in the PMBOK

® . The processes ensure methodical project progression, from before the project begins, through to when the project is closed. Starting up a project

Focuses on project idea feasibility. It results in a project brief answering why, what, how, and who. A positive decision leads to the project’s initiation stage.

Kotter’s organisational change modelThe project board makes decisions based on regular and ad-hoc reports, approves plans, commits resources, manages the change budget, and addresses key project risks.

Simon BuehringThe project manager puts in place the firm foundations for the project. The project initiation documentation (PID) is developed, akin to the Project Management Plan in the PMBOK

8 Sep 2026®

. It details project specifics like scope, cost, duration, benefits, and roles and responsibilities.Explore Kotter's 8-step model to navigate organisational change effectively. Understand each phase and enhance your transformation strategy. Keep reading to refine your change management skills.Controlling a stage

Here, the project manager handles daily risk and issue management, delegates tasks, monitors work, reports regular progress to the project board, and ensures adherence to the stage plan.

Managing product delivery

Conducted by a team manager, this involves overseeing work packages, delivering products, and reporting progress through regular checkpoint reports. Managing a stage boundary As a stage ends, the project manager prepares for the next stage, reports progress, updates the

business case

Change management modelsClosing a project

Simon BuehringLessons learned

10 Sep 2026 are documented, and an end project report is prepared. Upon project board’s approval, the project is archived and closed. This process can also be invoked for premature project closures.

Project contextDiscover popular change management models and their applications. Click through for colorful infographics and detailed descriptions.Every project is unique. In recognition of this fact, the PRINCE2 methodology must be applied sensibly in all projects. Applying PRINCE2 on one project

context

, does not mean it should be applied the same way on another. This is where ‘tailoring’ comes in.

Tailoring is the adaptation of the method to fit each project’s unique context. Tailoring can be influenced by organizational culture and management styles. While all aspects of PRINCE2 can be customized, the principles remain unchangeable due to their inviolable nature. Tailoring can be done to the processes and practices, but also to the roles and responsibilities, and management products

Thriving in Change – Webinar with Luz Flores LeeThe PRINCE2 methodology defines a set of responsibilities for every member of the

Sevcan Yasa. These responsibilities can be tailored by sharing (multiple people perform a role) or combining (one person performs multiple roles).

7 Oct 2026Project board

Holds overarching authority over the project, representing all stakeholders: business, users, and suppliers. It is led by the executive (representing the funding organization) who holds the final decision-making power. Includes the senior user, representing the end-users, and the senior supplier, representing product providers.Watch this insightful webinar with Luz Flores Lee to master Agile strategies for navigating change in your career. Scroll down to enhance your skills and advance your professional journey.Project executive

Holds the primary decision-making power, appointed by the business. Chairs the project board.

Senior user

Represents the interests of those utilizing or maintaining the project’s end products. Senior supplier Speaks for those designing, building, and testing the project’s specialized products.

Project assurance

Lewin’s change model for successful change managementProject manager

Simon BuehringOffers administrative aid to the project and team managers, along with technical support, such as tool usage guidance.

8 Sep 2026Tailoring management products

The Learn how Lewin's change model can guide your organisation through change. Uncover practical strategies and insights to facilitate smooth transitions. Scroll down for more information.PRINCE2 manual

also describes a set of

management products

that can be used throughout the project to assist with planning, monitoring and reporting by the project management team. These management products are available as templates which can also be tailored, both in their content, structure, and the form they take.

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When to use the PRINCE2 methodology?

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is advised.Change management certification validates your expertise in guiding organisational change. Explore leading certifications, their benefits, costs, and how to get qualified.Why is the PRINCE2 methodology helpful?

The PRINCE2 methodology aids organizations in maximizing their investments by preventing wasted resources on low-yield projects. It guides decision-makers through pivotal questions, such as: